Proceedings of the 12th European Conference on Knowledge ...

Nebojsa Graca and Ana Lucija Gojakovic
1.1 ▪Basic characteristics <strong>of</strong> knowledge-intensive companies
Term knowledge-intensive was used in 1995. for <strong>the</strong> first time in <strong>the</strong> report <strong>of</strong> <strong>the</strong> <strong>European</strong>
Commission „Knowledge-Intensive Business Services: Users, Carriers and Sources <strong>of</strong> Innovation“. It
attracted considerable attention <strong>of</strong> <strong>the</strong> scientific and expert public. In <strong>the</strong> last years <strong>European</strong> Union
give a great significance to business operations <strong>of</strong> <strong>the</strong>se companies.
Alvesson (2001) defines knowledge-intensive companies as companies in which majority <strong>of</strong> <strong>the</strong>
employees are highly qualified. Bontis (1998) believes <strong>the</strong> quality <strong>of</strong> human capital is a source <strong>of</strong>
innovations and strategic renovation <strong>of</strong> knowledge-intensive companies.
In <strong>the</strong> economic <strong>the</strong>ory a difference is made between <strong>the</strong> two types <strong>of</strong> <strong>the</strong> knowledge-intensive
companies, as follows:
P-KIBS (Knowledge-intensive business services), knowledge-intensive companies in which <strong>the</strong>ir
business <strong>of</strong>fer is based on traditional pr<strong>of</strong>essional services: law, accounting, consulting, marketing
...
T-KIBS with a high participation <strong>of</strong> scientific and technological knowledge, as well as services
based on research and development.
The authors <strong>of</strong> <strong>the</strong> paper will direct <strong>the</strong> focus <strong>of</strong> <strong>the</strong>ir lecture towards <strong>the</strong> o<strong>the</strong>r type <strong>of</strong> <strong>the</strong> knowledgeintensive
companies. Leading researchers think T-KIBS have considerable role in popularization <strong>of</strong>
research work and innovations. <strong>European</strong> Union divert business operations <strong>of</strong> knowledge-intensive
company from conventional business services to <strong>the</strong> services based on <strong>the</strong> intensive knowledge.
Knowledge-intensive companies are different from <strong>the</strong> conventional ones in <strong>the</strong> following:
structure <strong>of</strong> <strong>the</strong> employees; in <strong>the</strong> knowledge-intensive companies pr<strong>of</strong>essionals are dominantly
employed: scientists, technologists, operaters in informatics, researchers (Alvesson, 1995;
Robertson and Swan, 1998; Starbuck, 1992);
value creating; value in knowledge-intensive companies is mainly based on <strong>the</strong> knowledge as an
incoming and outcoming component;
business <strong>of</strong>fer, which is in knowledge-intensive companies based on knowledge (Alvesson, 2000,
2001).
In knowledge-intensive companies, clients also have a significant component in <strong>the</strong> intellectual capital
portfolio (ICP) (Harvard Business Online). Constant co-operation <strong>of</strong> knowledge-intensive companies
and users favourably influences creation <strong>of</strong> sustainable competitive advantage.
The most important business activity <strong>of</strong> <strong>the</strong> T-KIBS company is maintaining, intensive increasing and
transfer <strong>of</strong> knowledge with <strong>the</strong> aim <strong>of</strong> acquiring and maintaining leading position in <strong>the</strong> market.
Success <strong>of</strong> a knowledge-intensive company depends on <strong>the</strong> unique <strong>of</strong>fes <strong>of</strong> services or products
based on Explicit and Tacit Knowledge. Commercial exchange between knowledge-intensive
companies and clients represents a main value for market performances <strong>of</strong> a company.
Knowledge-intensive companies, as far as business is concerned, are oriented towards continual
improving <strong>of</strong> quality which will satisfy and surpass clients’ expectations - Total Quality Management
(TQM). TQM is actually efficient and effective quality managing which also represents pr<strong>of</strong>essional
style <strong>of</strong> each individual in a knowledge-intensive company. The essence <strong>of</strong> TQM is reflected in
permanent development <strong>of</strong> <strong>the</strong> imperative knowledge portfolio. In fact, <strong>the</strong> task <strong>of</strong> TQM is an intensive
quality development beyond expectations <strong>of</strong> clients and competition.
Therefore it can be concluded that intellectual material (knowledge, information, intellectual property,
experience) (Stewart, 1997), has <strong>the</strong> greatest importance (app. 90%) compared to o<strong>the</strong>r inputs
(physical and financial capital), different to conventional organizations where physical and financial
capital are dominant (Starbuck, 1992).
For T-KIBS it is ordinary that intensive knowledge represents essential input and output in business
process. Intensive knowledge in modern conditions <strong>of</strong> business operations represents „par
excellence“ commodity in national and especially in international trade. Different to o<strong>the</strong>r commodities
and services intensive knowledge records exponential growth.
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