In a business service context, client alliances may provide an important way to build the competences of the service firm. The close interaction with the client in service delivery offers an opportunity for a business service firm to absorb knowledge from the client. This chapter adds to our understanding of managing the process of learning and knowledge transfer by looking at how clients can contribute to the development of the knowledge base of knowledge-intensive business service firms. Combining insights from the resource-based literature, this chapter develops a model of competence building through knowledge management in downstream alliances.

competence-based knowledge, strategic learning
John Wiley & Sons, Chichester
ERIM (Electronic) Books and Chapters
In: R. Sanchez & A. Heene (Eds.), Strategic Learning and Knowledge Management, pp. 121-137. Chichester: John Wiley & Sons Ltd, 1997
Erasmus Research Institute of Management

Sivula, P, van den Bosch, F.A.J, & Elfring, T. (1996). Competence building by incorporating clients into development of a business service firm's knowledge base. In ERIM (Electronic) Books and Chapters. John Wiley & Sons, Chichester. Retrieved from