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
Preface | 9 |
I | 15 |
Whats Unique About Professional Service Firms? | 29 |
Copyright | |
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ability adhocracy agerial Arthur Andersen capital challenges involved chapter characteristics client firm client relations competence resources consulting firm contract coordination creative critical decisions deliver develop dimensions discussed efficiency emphasis employees engineering design firm ex ante expertise experts extreme fessional service firms firm needs firm's flexibility fundamental global goals hence high degree highly hire important individual professionals industries information asymmetry inputs intangible resources interaction investments issues knowledge intensive large number learning management consulting management of professional managerial challenges McKinsey & Co ment Mintzberg Norconsult Norway operations organization organizational Parsons Brinckerhoff partner peers Peter Lorange potential priorities problem solving procedures profes professional firm professional service firms profits recruiting relationship reputation resource accumulation resource based perspective responsibilities result role senior service firm managers solutions strategic focus strategic management substantial tasks tegic tence tion top management types of resources typically unique value creation whereas