Teamwork and Collaboration in Professional Service Firms

2015 ◽  
Author(s):  
Heidi Gardner
Keyword(s):  
Task Allocation ◽  
Research Agenda ◽  
Peer Collaboration ◽  
Project Teams ◽  
Professional Service ◽  
Service Firms ◽  
Professional Service Firms ◽  
Professional Mobility ◽  
Knowledge Intensive ◽  
Scholarly Attention

The nature of teamwork in professional service firms, as in many other knowledge-intensive environments, is evolving from highly structured project teams to more fluid, open-ended, peer-to-peer collaboration such as that between powerful, high-autonomy partners. This shift is especially challenging because senior-level collaboration requires peers from different practice groups or offices with different sub-cultures to negotiate task allocation, credit recognition, and decision-making norms, which can be difficult and politically charged. Increased partner-level collaboration is further complicated by other trends in the PSF arena such as expertise specialization, heightened professional mobility, and increased competition. Yet, this phenomenon remains largely under-researched and under-theorized. The chapter therefore lays out a research agenda focusing on opportunities to better understand peer collaboration in PSFs. In addition, the chapter identifies ways that recent changes in the professional sector challenge our understanding of traditional teamwork, and it identifies specific gaps that deserve scholarly attention.

Client-Related Factors and Collaboration Between Human Assets

2021 ◽  
Author(s):  
John K. Mawdsley ◽  
Philipp Meyer-Doyle ◽  
Olivier Chatain
Keyword(s):  
Human Capital ◽  
Professional Service ◽  
Law Firms ◽  
Service Firms ◽  
Professional Service Firms ◽  
Related Factors ◽  
Firm Level ◽  
Individual Level ◽  
Knowledge Intensive ◽  
The Individual

Collaborations between individuals in firms have important implications for the development of relational and human capital. In knowledge-intensive contexts where collaborations are formed to deliver services to clients, collaboration decisions can involve nontrivial tradeoffs between short-term and long-term benefits: individuals and firms must carefully manage the tradeoffs between leveraging existing relational and human capital for the reliable performance of repeat collaboration and creating new relational and human capital through new collaboration. Building from the premise that servicing clients is central to collaboration decisions in human asset–intensive firms, we examine how client-related factors shape collaboration decisions among lawyers (partners) in UK law firms providing M&A legal advisory services. We focus on three key client-related dimensions that we predict govern collaboration decisions: the depth of individual- and firm-level relationships with the focal client, key client attributes that reflect the client’s status and its use of different firms to undertake its outsourced work, and client-driven individual- and firm-level resource constraint. Our empirical findings support our proposition that client-related factors influence the pattern of collaborations between individuals in firms. We also reveal how client-related factors at the individual level can have opposite effects on collaboration decisions from those at the firm level. Overall, our findings contribute to research on relational capital, strategic human capital, team formation, professional service firms, and the microfoundations of strategy.

The Role of Social Media in Knowledge Management

2017 ◽  
pp. 230-248
Author(s):  
Syed Afzal Moshadi Shah ◽  
Shehla Amjad
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Business Environment ◽  
Professional Service ◽  
Service Firms ◽  
Professional Service Firms ◽  
Media Usage ◽  
The World ◽  
Knowledge Intensive

The purpose of this chapter is to highlight the importance of social media and theoretically link it with Knowledge Management (KM). A massive increase in social media usage around the world and its enhanced role in everyday life of employees offer enormous opportunities to businesses. One of the most important challenges that management faces in today's dynamic business environment is knowledge management. This becomes the key concern in professional service firms that are knowledge intensive in nature. The chapter discusses the association between social media and knowledge management. A theoretical model (SECI-SM) proposed by Shah, Khan, and Amjad (2013) is presented and discussed which is an extension of the seminal work of Nonaka and Takeuchi (1995). The model puts social media at the heart of knowledge management system and processes. It purports social media as an ideal vehicle for knowledge sharing and retaining. The chapter discusses the superiority of SECI-SM Model and lays out some useful suggestions for businesses.

Marketing and Reputation within Professional Service Firms

2015 ◽  
Author(s):  
Vince Mitchell ◽  
William S. Harvey
Keyword(s):  
Social Networks ◽  
Conceptual Model ◽  
Research Agenda ◽  
Professional Service ◽  
Future Research ◽  
Service Firms ◽  
Professional Service Firms ◽  
Future Research Agenda ◽  
Sales Effectiveness ◽  
Marketing Principles

This chapter reviews the research on marketing and reputation relevant to Professional Service Firms (PSFs). Although there has been relatively little research to date which explores both fields concurrently, the authors organize the material by problematizing the issue of marketing within PSFs. They introduce and provide a conceptual model of reputation that explores its antecedents, such as service quality, social networks, and rankings as well as consequences such as sales effectiveness, premium pricing, and client loyalty within PSFs. Reputation has often been conflated with other related terms such as identity and image and the authors provide some clarification on defining and measuring reputation. The chapter explores this and other problems inherent within the application of reputation to marketing principles and practice to PSFs as well as hints at solutions. Finally, the authors identify a future research agenda for both marketing and reputation.

Managing international professional service firms: a review and future research agenda

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ciara O'Higgins ◽  
Nekane Aramburu ◽  
Tatiana Andreeva
Keyword(s):  
Research Agenda ◽  
Global Economy ◽  
International Management ◽  
The Body ◽  
Professional Service ◽  
Future Research ◽  
Service Firms ◽  
Professional Service Firms ◽  
Content Type ◽  
Future Research Agenda

PurposeResearch on international professional service firms (PSFs) has grown in recent years, reflecting the increasing relevance of these firms in the global economy. However, to date, no attempt has been made to systematically examine and integrate this literature. This study reviews the body of knowledge on the international management of PSFs and proposes a future research agenda that aims to strengthen the research on international PSFs, by applying the conceptual lens of PSF characteristics.Design/methodology/approachA systematic review of 108 empirical articles on the management of international PSFs was carried out.FindingsThe authors analyse where, how and what research was carried out on the international management of PSFs, and find that currently the field offers few opportunities to integrate findings or explain differences across different types of international PSFs. In recommendations for future research, the authors show how the lens of PSF characteristics can help overcome these issues and unveil promising avenues for future research that will lead to a more fine-grained theorising and understanding of the international management of PSFs.Originality/valueThe study provides a comprehensive state of the art of research on the international management of PSFs and a future research agenda, which builds on PSF characteristics to explore and better understand the heterogeneity of international PSFs, in order to develop more robust explanations of their behaviour and open new research avenues.

scholarly journals The tensions of defining and developing thought leadership within knowledge-intensive firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
William S. Harvey ◽  
Vince-Wayne Mitchell ◽  
Alessandra Almeida Jones ◽  
Eric Knight
Keyword(s):  
Knowledge Management ◽  
Professional Service ◽  
Service Firms ◽  
Professional Service Firms ◽  
Senior Leaders ◽  
Content Type ◽  
Knowledge Based ◽  
Leadership Strategy ◽  
Knowledge Intensive ◽  
Thought Leadership

Purpose A major part of knowledge management for knowledge-intensive firms such as professional service firms is the increasing focus on thought leadership. Despite being a well-known term, it is poorly defined and analysed in the academic and practitioner literature. The aim of this article is to answer three questions. First, what is thought leadership? Second, what tensions exist when seeking to create thought leadership in knowledge-based organisations? Third, what further research is needed about thought leadership? The authors call for cross-disciplinary and academic–practitioner approaches to understanding the field of thought leadership. Design/methodology/approach The authors review the academic and practitioner literature on thought leadership to provide a rich oversight of how it is defined and can be understood by separating inputs, creation processes and outcomes. The authors also draw on qualitative data from 12 in-depth interviews with senior leaders of professional service firms. Findings Through analysing and building on previous understandings of the concept, the authors redefine thought leadership as follows: “Knowledge from a trusted, eminent and authoritative source that is actionable and provides valuable solutions for stakeholders”. The authors find and explore nine tensions that developing thought leadership creates and propose a framework for understanding how to engage with thought leadership at the industry/macro, organisational/meso and individual/micro levels. The authors propose a research agenda based on testing propositions derived from new theories to explain thought leadership, including leadership, reducing risk, signalling quality and managing social networks, as well as examining the suggested ways to resolve different tensions. Originality/value To the best of the authors’ knowledge, they are the first to separate out thought leadership from its inputs, creation processes and outcomes. The authors show new organisational paradoxes within thought leadership and show how they can play out at different levels of analysis when implementing a thought leadership strategy. This work on thought leadership is set in a relatively under-explored context for knowledge management researchers, namely, knowledge-intensive professional service firms.

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