Towards an integrated framework of professional partnership performance: The role of formal governance and strategic planning

Conventional wisdom identifies human capital and organizational reputation as the critical resources explaining professional partnership (PP) performance. PPs have increasingly adopted organizational practices like strategic planning and formal governance, however, which have long been alien in highly professionalized contexts. In order to test the influence of both these classic resources and the newly adopted practices on PP performance, as well as the mediating mechanisms— that is, client attraction and retention as well as organizational efficiency—through which this influence is channeled, we develop an integrated theoretical framework of PP performance. We test the resulting hypotheses using survey and objective data collected on 196 Dutch law firms. Our findings provide new insights into the drivers of PP performance and the complex interrelationships between PP resources and newly adopted practices.

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The Role of International Law Firms and Multijural Human Capital in the Harmonization of Legal Regimes

Multijuralism ◽

10.4324/9781351152884-8 ◽

2017 ◽

pp. 161-179

Author(s):

Gillian K. Hadfield

Keyword(s):

Human Capital ◽

International Law ◽

Law Firms ◽

Legal Regimes

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Contemporary leadership in the human capital of organization

VUZF Review ◽

10.38188/2534-9228.21.2.18 ◽

2021 ◽

Vol 6 (2) ◽

pp. 153-159

Author(s):

Dariusz Kłak ◽

Piotr Maziarz

Keyword(s):

Human Capital ◽

Theoretical Framework ◽

Essential Elements ◽

Complex Environment ◽

Contemporary World ◽

Effective Performance ◽

Organizational Activities ◽

Distinguishing Features ◽

Management And Leadership

The dynamics of changes taking place in the contemporary world increases the interest in leadership, which is one of the essential elements of their functioning for the organization, affecting the ability to achieve the goals with the extremely important role of the human capital, which due to the appropriate support and engagement of the leader determines the success of the organization. A contemporary leader, in order to meet the requirements of the complex environment of the organization and the expectations of employees, should be aware that he is unable to perform personally all organizational activities, he must rely on human capital. Leadership is inextricably linked with the broadly understood ability to influence employees, resulting in the effective performance of their assigned duties. That is why, leaders should have certain necessary qualities, constant self-improvement, and an appropriate background in the form of properly managed human capital. This article deals with the issue of leadership and its impact on the human capital of the organization. The attention is paid to theoretical framework regarding its essence and effectiveness, among which the distinguishing features of leaders, including the leader improvement are described. In the article it is also described the differences between management and leadership, as well as the leadership paradigms that differently emphasize the importance of employees and their engagement.

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Strategic thinking, strategic planning, strategic innovation and the performance of SMEs: The mediating role of human capital

Management Science Letters ◽

10.5267/j.msl.2020.9.042 ◽

2021 ◽

pp. 1003-1012 ◽

Cited By ~ 2

Author(s):

Nagwan AlQershi

Keyword(s):

Human Capital ◽

Strategic Planning ◽

Manufacturing Industry ◽

Strategic Thinking ◽

Survey Method ◽

Mediating Effects ◽

Mediating Role ◽

Strategic Innovation ◽

The Relationship

Strategists have unique skills and abilities to connect the past and the present in order to predict what might happen in the future. The current study is the culmination of a number of research ideas in the field of Strategic Thinking (ST), Strategic Planning (SP) and Strategic Innovation (SI) in relation of Human Capital (HC). The survey method was used to collect data from 235 SMEs in the manufacturing industry of Yemen. Results indicate that ST, SP and SI have a significant effect on HC. The mediating effects of HC on the relationship between ST, SP and SI and SMEs’ performance were also examined. Results indicate that HC mediates the relationship between ST, SP and SI and firm performance. The findings of this study offer important insights for managers of SMEs, researchers and policymakers to further understand the effects of ST, SP SI, HC and SMEs’ performance. SMEs should also be encouraged to develop their ST, SP, SI and HC to improve their performance. Finally, this study serves not only to clarify the mechanism between HC and SMEs’ performance, but also to generalize the ST, SP and SI results in the Yemen and Middle East context.

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