Management, Marketing, Innovation and Internationalisation
Edited by John R. Bryson and Peter W. Daniels
Chapter 13: Managing experts and creative talent
It is increasingly well recognized that the (durable) competitive advantage of business firms flows from the creation, protection and deployment of difficult-to-imitate knowledge assets. Such assets include tacit and codified know-how, associated with individual employees or embedded in organizational routines. Such know-how may be protected from imitation by the instruments of intellectual property such as trade secrets, copyrights and patents, or it may be part of the organization’s difficult-to replicate culture and routines. Innovation in service businesses has attracted increased scholarly attention in the past 20 years. Service businesses, including professional services, are quite diverse and follow a number of different innovation strategies (Tether et al., 2001). Within service businesses, initiatives to expand capabilities and accelerate growth almost always involve the generation, application and replication of new knowledge.
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