Women in Global Professional Services Firms

2019 ◽  
pp. 583-602
Author(s):  
Daria Panina
Keyword(s):  
Management Practices ◽  
Gender Diversity ◽  
Dynamic Environment ◽  
Professional Services ◽  
Future Research ◽  
Service Firms ◽  
Professional Service Firms ◽  
Organizational Principle ◽  
Professional Services Firms ◽  
Female Professionals

Professional services firms (PSFs) have traditionally relied on professional partnerships as an organizational principle. This system was developed more than a century ago, when women did not actively pursue careers in professional services. Professional partnerships are very resistant to change and have managed to preserve their main features for decades. Their formal and informal practices still have exclusionary effects on female professionals. However, professional services firms are increasingly facing a deregulated, competitive, and very dynamic environment and are pressured by the labor market and client firms to rethink their stance on gender diversity. This chapter presents an overview of the management practices in professional services firms and outlines the major changes in their environment. Recent trends in changing management practices in the professional services sector and their impact on female professionals are analyzed. Implications for theory building and future research on management practices in professional service firms are discussed.

Women in Global Professional Services Firms

2018 ◽  
pp. 573-592
Author(s):  
Daria Panina
Keyword(s):  
Management Practices ◽  
Gender Diversity ◽  
Dynamic Environment ◽  
Professional Services ◽  
Future Research ◽  
Service Firms ◽  
Professional Service Firms ◽  
Organizational Principle ◽  
Professional Services Firms ◽  
Female Professionals

Professional services firms (PSFs) have traditionally relied on professional partnerships as an organizational principle. This system was developed more than a century ago, when women did not actively pursue careers in professional services. Professional partnerships are very resistant to change and have managed to preserve their main features for decades. Their formal and informal practices still have exclusionary effects on female professionals. However, professional services firms are increasingly facing a deregulated, competitive, and very dynamic environment and are pressured by the labor market and client firms to rethink their stance on gender diversity. This chapter presents an overview of the management practices in professional services firms and outlines the major changes in their environment. Recent trends in changing management practices in the professional services sector and their impact on female professionals are analyzed. Implications for theory building and future research on management practices in professional service firms are discussed.

Women in Global Professional Services Firms

2016 ◽  
pp. 23-41
Author(s):  
Daria Panina
Keyword(s):  
Management Practices ◽  
Gender Diversity ◽  
Dynamic Environment ◽  
Professional Services ◽  
Future Research ◽  
Service Firms ◽  
Professional Service Firms ◽  
Organizational Principle ◽  
Professional Services Firms ◽  
Female Professionals

Professional services firms (PSFs) have traditionally relied on professional partnerships as an organizational principle. This system was developed more than a century ago, when women did not actively pursue careers in professional services. Professional partnerships are very resistant to change and have managed to preserve their main features for decades. Their formal and informal practices still have exclusionary effects on female professionals. However, professional services firms are increasingly facing a deregulated, competitive, and very dynamic environment and are pressured by the labor market and client firms to rethink their stance on gender diversity. This chapter presents an overview of the management practices in professional services firms and outlines the major changes in their environment. Recent trends in changing management practices in the professional services sector and their impact on female professionals are analyzed. Implications for theory building and future research on management practices in professional service firms are discussed.

Measuring client-based corporate reputation in B2B professional services: scale development and validation

2015 ◽  
Vol 29 (3) ◽  
pp. 173-187 ◽  
Author(s):  
Gianfranco Walsh ◽  
Sharon E Beatty ◽  
Betsy Bugg Holloway
Keyword(s):  
Reliability And Validity ◽  
National Sample ◽  
Professional Services ◽  
Professional Service ◽  
Service Firms ◽  
Professional Service Firms ◽  
Content Type ◽  
Professional Services Firms ◽  
Business To Business ◽  
Business Professional

Purpose – The purpose of this paper is to develop and validate a client-based reputation of business-to-business professional services firms scale (PSF-Rep) which measures clients’ perceptions of the reputation of professional service provider firms. So far, no multidimensional scale exists in the literature to measure the reputation of professional service firms, although the reputation dimensions of importance are likely to be very different from other settings. Design/methodology/approach – From an initial pool of fieldwork-based items, an 18-item PSF-Rep scale is developed, which is validated using several samples – corporate financial decision-makers’ views of their accounting firms in a US national sample and organizational clients of one large legal firm with national presence. Findings – The four-dimensional PSF-Rep scale meets all established reliability and validity criteria. Further, reputation and its dimensions (using PSF-Rep) are positively associated with important marketing outcomes, including word of mouth, loyalty intentions, trust and share of wallet. Originality/value – As professional service markets become more competitive, firms recognize the importance of a good reputation in attracting customers. This research is the first to propose a psychometrically robust measure to capture client-based reputation of business-to-business professional services firms.

scholarly journals Segmentation of quantity surveying professional services for focus strategy and diversification

2019 ◽  
Vol 24 (3) ◽  
pp. 294-308
Author(s):  
Michael Adesi ◽  
De-Graft Owusu-Manu ◽  
Frank Boateng
Keyword(s):  
Oil And Gas ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Professional Services ◽  
Professional Service ◽  
Service Firms ◽  
Professional Service Firms ◽  
Content Type ◽  
Quantity Surveying ◽  
Focus Strategy

Purpose Notwithstanding that numerous studies have focused on strategy in quantity surveying (QS) professional service firms, there is a paucity of investigation on the segmentation of QS professional services. The purpose of this study is to investigate the segmentation of QS services for diversification and a focus strategy formation. Design/methodology/approach This study adopts the positivist stance and quantitative approach in which a simple random sampling technique was used to select participants. In total, 110 survey questionnaires were administered to registered professional QS, out of which 79 completed questionnaires were returned for analysis. Findings The paper identifies three main QS service segments characterised by low, moderate and high competition. In addition, this study found that the concentration of traditional QS services in the building construction sector is due to the unwillingness of QS professional service firms to diversify into the non-construction sectors such as oil and gas. The diversification of QS services in the low competitive segment requires the adoption of agile approaches. Research limitations/implications The study was limited to numeric analyses and so would be complemented by qualitative research in the future. Practical implications This paper is useful to QS professional service firms interested in diversifying their services into the non-construction sectors to enhance the pricing of their services. Originality/value Segmentation of QS services is fundamental to the formulation of focus strategy for non-construction sectors such as oil and gas and mining to enhance the pricing of QS professional services.

ORGANISING FOR INNOVATION IN PROFESSIONAL SERVICES FIRMS: ECONOMETRIC EVIDENCE FROM THE UK

2021 ◽  
Author(s):  
JANE BOURKE ◽  
STEPHEN ROPER ◽  
JAMES H LOVE
Keyword(s):  
Information Sharing ◽  
Principal Component ◽  
Professional Services ◽  
Professional Service ◽  
Service Firms ◽  
Work Practices ◽  
Professional Service Firms ◽  
Econometric Evidence ◽  
Managerial Implications ◽  
The Uk

Undertaking innovation involves a range of different activities from ideation to the commercialisation of innovations. Each activity may have very different resources and organisational requirements, however, most prior studies treat innovation as a single un-differentiated activity. Here, using new survey data for professional service firms (PSFs) in the UK, we are able to examine separately how a range of organisational work practices influence success in ideation and commercialisation. In particular, we use principal component analysis (PCA) to identify and compare the benefits of four groups of organisational work practices relating to strategy & information sharing, recruitment & training, work flexibility & discretion and culture & leadership. Strong contrasts emerge between those work practices that are important for success in ideation and commercialisation. Work practices linked to culture & leadership are important for ideation activities, while strategy &information sharing practices are more strongly associated with commercialisation success. The results suggest clear managerial implications depending on the priority

Professional Service Firms and Identity

2015 ◽  
Author(s):  
Mats Alvesson ◽  
Dan Karreman ◽  
Kate Sullivan
Keyword(s):  
Identity Construction ◽  
Management Control ◽  
Professional Service ◽  
Future Research ◽  
Service Firms ◽  
Professional Service Firms ◽  
Professional Workers ◽  
Elite Identity ◽  
The Relationship ◽  
Multiple Actors

This chapter examines the relationship between individual and organizational identity in PSFs and the significant but tenuous nature of elite identity in this context. The authors identify four main identity-related issues for management control in PSFs: autonomy/conformity tensions, the client conundrum, ambiguity saturation, and intangibility. They explore three main modes of identity-focused control in PSFs: positive image, homogenization of the workforce, and anxiety-regulation. The chapter examines contemporary challenges to elite identities and the increasing critique of concepts of professionalism in this context and highlights key areas for future research on identity in PSFs and among professionals. These include: the need to acknowledge the homogeneity of professional service firms and professional workers; how professionals regulate their identity to respond to identity challenges; the roles that multiple actors play in a professional’s identity construction; and the depth of identity construction with regard to both organizational and professional identity.

Diversity in the Workplace

2019 ◽  
pp. 176-199
Author(s):  
Carola Hieker ◽  
Maia Rushby
Keyword(s):  
Gender Diversity ◽  
Professional Service ◽  
Current Status ◽  
Service Firms ◽  
Sustainable Change ◽  
Professional Service Firms ◽  
Senior Leaders ◽  
Gender Parity ◽  
Diversity In The Workplace

The ‘diversity in the workforce' chapter looks at the current status of gender diversity in the workplace and describes initiatives that are commonly designed and implemented by organizations for their female workforce and their senior leaders in pursuit of gender parity. It is emphasized that one or two interventions in isolation will not guarantee gender parity but that a combination of interventions is necessary, depending on the size and complexity of the organization. Furthermore, it is underlined that if these interventions are perceived as attractive by senior leaders then the senior leaders should be encouraged to invest time and resources in pursuing them. It will raise their commitment to become diversity champions, which is key for sustainable change. Examples from finance and professional service firms illustrate how some of the described interventions are used to enhance diversity.

Entrepreneurship and Professional Service Firms

2015 ◽  
Author(s):  
Markus Reihlen ◽  
Andreas Werr
Keyword(s):  
Professional Services ◽  
New Venture ◽  
Professional Service ◽  
Levels Of Analysis ◽  
Service Firms ◽  
Professional Service Firms ◽  
Entrepreneurial Opportunities ◽  
Entrepreneurial Firm ◽  
Venture Management ◽  
Entrepreneurial Team

Research on entrepreneurship in professional services is rather limited. The authors argue that one reason why the two fields of professional services and entrepreneurship have operated in isolation rather than in mutual interaction is an inherent contradiction between the very ideas of entrepreneurship and professionalism. The perspective on entrepreneurship for this chapter is rather broad, focusing on new venture management and renewal in Professional Service Firms as well as embracing aspects such as learning, innovation, and institutional change. The chapter reviews previous work on entrepreneurship in professional services from three levels of analysis—the entrepreneurial team, the entrepreneurial firm, and finally the organizational field within which the creation and exploitation of entrepreneurial opportunities take place.

An emerging market perspective of what makes professional service firms successful

2020 ◽  
Vol 17 (1/2) ◽  
pp. 57-78
Author(s):  
Felix Nana Abaka Sackey ◽  
Livingstone Divine Caesar
Keyword(s):  
Emerging Markets ◽  
Positive Impact ◽  
Emerging Market ◽  
Professional Services ◽  
Professional Service ◽  
Service Firms ◽  
Strategic Partnerships ◽  
Professional Service Firms ◽  
Content Type ◽  
The Impact

Purpose Despite the criticality of strategic partnerships to the survival and success of professional service firms (PSF) in emerging markets, there is a dearth of research on the subject matter. Specifically, not much is known concerning the dynamics of partnerships among small and medium-sized enterprises (SMEs) in the professional services sector of the economy. This paper aims to explore the dynamics of the impact of constructs such as attributes of partnership, communication behaviour and collaborative conflict resolution on partnership success. Design/methodology/approach A quantitative survey sent to 300 small and medium-sized PSFs achieved a 79% response rate. The data is then analysed using bivariate and multi-variate techniques. Findings The results revealed a positive relationship between two of the three constituents of attributes of the partnership (i.e. commitment and coordination) and the success of partnerships. Commitment and coordination emerged as the significant attributes of partners that affect the success of the partnership. Contrary to previous studies, trust and information sharing did not have a positive impact on partnership success. Practical implications PSFs in emerging markets need concerted efforts to maintain competitive and sustainable partnerships. To make any significant impact, they must develop contemporary skills in collaborative conflict management. Originality/value This paper highlights the need for PSFs and SMEs in other service sectors of emerging markets to harness partnerships as a valuable tool to overcome the policy shortcomings of current regulatory frameworks within their respective markets.

Diversity in the Workplace

2018 ◽  
pp. 355-379
Author(s):  
Carola Hieker ◽  
Maia Rushby
Keyword(s):  
Gender Diversity ◽  
Professional Service ◽  
Current Status ◽  
Service Firms ◽  
Sustainable Change ◽  
Professional Service Firms ◽  
Senior Leaders ◽  
Gender Parity ◽  
Diversity In The Workplace

The ‘diversity in the workforce' chapter looks at the current status of gender diversity in the workplace and describes initiatives that are commonly designed and implemented by organizations for their female workforce and their senior leaders in pursuit of gender parity. It is emphasized that one or two interventions in isolation will not guarantee gender parity but that a combination of interventions is necessary, depending on the size and complexity of the organization. Furthermore, it is underlined that if these interventions are perceived as attractive by senior leaders then the senior leaders should be encouraged to invest time and resources in pursuing them. It will raise their commitment to become diversity champions, which is key for sustainable change. Examples from finance and professional service firms illustrate how some of the described interventions are used to enhance diversity.

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