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dc.contributor.authorAbecassis-Moedas, Céline
dc.contributor.authorBen Mahmoud-Jouini, Sihem
dc.contributor.authorDell'Era, Claudio
dc.contributor.authorManceau, Delphine
dc.contributor.authorVerganti, Roberto
dc.date.accessioned2013-09-10T08:42:33Z
dc.date.available2013-09-10T08:42:33Z
dc.date.issued2012
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/11635
dc.language.isoenen
dc.subjectKey Resourcesen
dc.subjectInternationalization Modesen
dc.subjectCreative Knowledgeen
dc.subjectIntensive Business Servicesen
dc.subjectDesign Consultanciesen
dc.subject.ddc658.4en
dc.subject.classificationjelL86en
dc.subject.classificationjelD83
dc.titleKey Resources and Internationalization Modes of Creative Knowledge-Intensive Business Services: The Case of Design Consultanciesen
dc.typeArticle accepté pour publication ou publié
dc.contributor.editoruniversityotherHEC (Paris);France
dc.contributor.editoruniversityotherDepartment of Management, Economics and Industrial Engineering of Politecnico di Milano;Italie
dc.contributor.editoruniversityotherCatolica Lisbon School of Business and Economics, Universidade Catolica Portuguesa;Portugal
dc.description.abstractenIn the ‘knowledge economy’, knowledge-intensive business services (KIBS) are a key driver for innovation and competitiveness. The internationalization of these businesses raises challenges given their specificities such as knowledge intensity, the importance of customer interaction and intimacy in service delivery. This paper focuses on design consultancies as a specific type of creative KIBS for which these characteristics are emphasized. The objective of this research is to analyse the resources leveraged by the firms to compete internationally. It is based on 11 case studies of design consultancies located in five different countries (France, Italy, Portugal, Spain and the UK) that were selected for their capacity to perform at the international level for several years. The paper advances three internationalization modes depending on contingent variables and focusing on specific resources that enable international competitiveness: star-based, process-based and glocality-based. In star-based creative KIBS, the individual designer has developed a reputation that attracts customers internationally, operating as a brand. In process-based creative KIBS, the reputation of a collective creative process attracts clients from other countries. In glocality-based creative KIBS, the geographical proximity obtained by opening international offices helps to develop a close understanding of the client through frequent interactions, and also to know the client's market well and to better understand local codes and signs. These modes complement those presented in the existing internationalization literature which takes the peculiarities of creative KIBS into consideration.en
dc.relation.isversionofjnlnameCreativity and Innovation Management
dc.relation.isversionofjnlvol21en
dc.relation.isversionofjnlissue3en
dc.relation.isversionofjnldate2012
dc.relation.isversionofjnlpages315-331en
dc.relation.isversionofdoihttp://dx.doi.org/10.1111/j.1467-8691.2012.00646.xen
dc.relation.isversionofjnlpublisherWileyen
dc.subject.ddclabelDirection d'entrepriseen
dc.relation.forthcomingnonen
dc.relation.forthcomingprintnonen


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