Heft36 1 - SFB 580 - Friedrich-Schiller-Universität Jena

ORGANISATIONAL LITERATUR INNOVATION IN HUNGARY
Figure 1. Typology of the production strategies in the KIBS sector
Based on the two distinctive dimensions
presented above, four types of production
strategies can be identified. The firms providing
a narrow set of standardised services follow the
strategy labelled “simple standardisation” (18%
of firms). The second group was composed
of firms providing different routine services
(diversified service portfolio); their strategy
is called “diversified standardisation” (15.3%
of firms). The third strategic category, “simple
customisation”, includes the firms providing
a narrow set of tailor-made solutions (16.8%
of firms). The last and largest group of firms,
which follow the strategy labelled “diversified
customisation”, provide tailor made services
in different fields (49.5% of firms). The
distribution of various types of activities
moderately correlates with classification.
IT service firms (“New technology
providers”) are overrepresented in the
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group of diversified customisation
strategy, while service diversification
seems to be the dominant strategy
in the case of legal and financial service firms
(“Operational service providers”) independent
from the degree of standardisation.
Engineering and R&D firms (“Science-based
service providers”) also have high prevalence
in the category of “diversified customisation”,
but their production strategies are more diverse
and balanced than the ones of the IT service
providers. Professional service providers (e.g.
management consulting, HRM, call centres,
etc.) represent a rather heterogeneous group:
their dominant strategy is providing diverse
and tailor-made solutions; however, the share
of those who implement simple standardisation
strategies is important, as well (see Table 3).