Strategic Management of Professional Service Firms"In this third revised edition the following issues are discussed among others: To what extent are professional service firms (PSFs) different? When is a service (not) professional? What are particular challenges in managing PSFs? What are important strategic issues for PSFs? Hiring, training and keeping the right people. Competing for, gaining, delivering, and learning from the ""right"" client projects. Delivering the ""right"" kind of services the ""right"" way. " |
Contents
I | ix |
II | 17 |
III | 20 |
IV | 25 |
V | 32 |
VI | 36 |
VII | 38 |
VIII | 44 |
XXXIV | 119 |
XXXV | 125 |
XXXVI | 127 |
XXXVII | 133 |
XXXVIII | 134 |
XXXIX | 141 |
XL | 145 |
XLI | 147 |
IX | 45 |
X | 54 |
XI | 58 |
XII | 59 |
XIII | 62 |
XIV | 64 |
XV | 67 |
XVI | 68 |
XVII | 70 |
XVIII | 71 |
XIX | 72 |
XX | 73 |
XXI | 75 |
XXII | 76 |
XXIII | 79 |
XXIV | 81 |
XXV | 84 |
XXVI | 87 |
XXVII | 93 |
XXVIII | 96 |
XXIX | 98 |
XXX | 101 |
XXXI | 110 |
XXXII | 115 |
XXXIII | 118 |
XLII | 148 |
XLIII | 149 |
XLIV | 151 |
XLV | 154 |
XLVI | 156 |
XLVII | 160 |
XLVIII | 161 |
XLIX | 163 |
L | 164 |
LI | 166 |
LII | 168 |
LIII | 170 |
LIV | 172 |
LV | 173 |
LVI | 174 |
LVII | 181 |
LVIII | 186 |
LIX | 187 |
LX | 188 |
LXI | 191 |
LXII | 193 |
LXIII | 196 |
LXIV | 197 |
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Common terms and phrases
Accenture activities adhocracy billable hours capital challenges involved chapter characteristics client firm client relations competitive advantage competitors consulting firm contract coordination costs creative critical decisions deliver dimensions discussed efficiency emphasis employees engineering design firm ex ante expertise experts extreme firm's flexibility fundamental global goals hence highly hired important individual professionals industries information asymmetry inputs intangible resources interaction investments issues juniors knowledge intensive knowledge management large number learning Løwendahl management consulting management of professional managerial challenges McKinsey & Co ment models Norconsult Norway Norwegian operations organization organizational Parsons Brinckerhoff partners peers priorities problem solving procedures profes professional firm professional service firms profits projects recruiting relationship reputation resource based perspective result senior service delivery service firm managers sional service firms solutions strategic focus strategic management substantial tacit knowledge tasks tegic tence tion types of resources typically value chain value creation whereas
Popular passages
Page 216 - Newell, S; Robertson, M; Scarbrough, H & Swan, J. 2002. Managing Knowledge Work.