Knowledge Intensive Services' Suppliers and Clients

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repertoire of communal resources (routines, artefacts, vocabulary, technique, etc.)
that members have developed (Wegner, 1998). It thus involves self-organising
groups of people, engaged in broadly the same practice, among who there is regular
communication about the activities. Knowledge production is effectively a
spill-over of these activities and communications, as the community develops
understandings of processes and practices (often “know-how”). It does not
necessary seek to codify and disseminate its knowledge into the wider world.
Creplet et al (2001) have shown that such an approach can shed light on KIBS,
basing their analysis on a study of consultancy firms.They differentiate between
consultants – who bring relatively standardised solutions to the clients – and
experts – who handle more complex or novel problems with original solutions. The
consultant’s reputation is partly built around the reputation of the KIBS for whom
he or she works. It is also underpinned by professional credentials and, of course,
the practical demonstration of know-how within a community of practice. Experts
will tend to find recognition through publications and more academic means of
marking their territory and demonstrating their contributions to knowledge.
Creplet et al go on to relate this to the functions performed by different types of
KIBS, and to their internal organisation – some providing relatively standardised
services and organised hierarchically, others involving much more interpersonal
interaction and flexible organisation.The consultant, it is suggested, provides a
vector for the development and transfer of knowledge as to best practice, and may
thus enhance the daily operation of clients. The expert, in contrast, provides
strategic vision, and may effect more long-term change.
Employment and skills
A further literature that might be reviewed here, were there more space and time
available, would be that concerned with the development and mobility of skilled
and professional labour (e.g. the work of Mark Tomlinson).
2.4 Management studies
Just as sociological studies ask different questions from those posed by economists,
management studies tend to focus on their own sets of challenges. Performance s
indeed a concern here, though it is usually performance of the individual unit that is
of concern. Power relations and social structures are similarly of interest, but less as
a subject of critical analysis than as the substance of instrumental action.