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Strategic management of professional service firms /
Annotation
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
[Copenhagen] :
Copenhagen Business School Press,
©2005.
|
| Edición: | 3rd ed. |
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Løwendahl, Bente. | |
| 245 | 1 | 0 | |a Strategic management of professional service firms / |c Bente R. Løwendahl. |
| 250 | |a 3rd ed. | ||
| 260 | |a [Copenhagen] : |b Copenhagen Business School Press, |c ©2005. | ||
| 300 | |a 1 online resource (219 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
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| 504 | |a Includes bibliographical references (pages 209-219) and index. | ||
| 505 | 0 | |a Strategic Management of Professional Service Firms -- Contents -- Preface to the third edition -- I. Professionalsand professional service firms -- Introduction -- Why are professional service firms interesting? -- Professional services -- a pragmatic definition -- What is the role of professions? -- II. What's unique aboutprofessional service firms? -- Why are they so special ... or are they? -- Introduction -- Are professional service firms different? -- Challenges resulting from characteristics of the output: Intangible, idiosyncratic, innovative. | |
| 505 | 8 | |a Challenges resulting from the interaction: Simultaneity, information asymmetry, double moral hazard -- Challenges resulting from characteristics of the inputs: invisible assets and individual professionals -- Why professional service firms are not like manufacturing firms -- III. Managerial Challenges -- Why don't strict procedures and hierarchy work? -- Introduction -- Managing "resources" that make their own decisions -- The role of management in professional service firms -- Why waste a good professional in management? -- Part time management -- The underdelegation problem. | |
| 505 | 8 | |a The danger of being too successful -- Management as "herding cats" -- The pros and cons of a cohesive culture -- The tyranny of tangibles -- Managing development spirals -- Conclusions -- IV. Strategic management -- Why bother with strategy when opportunities arise anyway? -- Introduction -- Why strategy has been underemphasized -- Resource based strategic management: Background -- Resource based strategic management: Main principles -- Resource based strategic management: Categories of resources -- Intangible resources in professional service firms -- Resource ownership and control. | |
| 505 | 8 | |a Resource Leverage, Accumulation, and Vulnerability -- Resource development through daily operations -- What is strategy in professional service firms? -- Structuring the professional service firm -- Conclusions -- V. Three generic typesof professional firms -- Why is the dream of a wealthy owner inappropriate in so many cases? -- Introduction -- Professional services are not all the same -- The maturity and size of the firm -- Two fundamental dimensions of firm heterogeneity -- Value creation and firm evolution -- Three generic strategies for professional service firms. | |
| 505 | 8 | |a A Comparison of the Three Strategic Modes -- The inherent tensions of the three modes -- Dynamics and challenges of changing modes -- Strategy as consistency and "informed choice" -- Some afterthoughts for the 3rd edition -- VI. Firm development and growth -- Why isn't bigger and global always better? -- Introduction -- Questioning traditional assumptions -- Core competence in professional services -- Measuring success -- Acquisitions in professional services -- beware of buying "an empty INC" -- Why internationalize? Or why not? -- VII. Globalization. | |
| 505 | 8 | |a Fad or genuine source of competitive advantage? | |
| 520 | 8 | |a Annotation |b In this third revised edition, professor L?wendahl discusses the following issues:- 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- Balancing the "right" mix of individually and organizationally controlled resources (especially competence, reputation, and client relationships)- Figuring out the "right" size of the firm- Going international/global or not - Avoiding the dangers of a "fuzzy" strategy - if you deliver everything a client wants, nobody will know what you're good atThe book is written for and has received praise from practitioners and academics/students alike. The 3rd edition is updated and slightly expanded. | |
| 546 | |a English. | ||
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Professional corporations |x Management. | |
| 650 | 0 | |a Strategic planning. | |
| 650 | 6 | |a Sociétés civiles professionnelles |x Gestion. | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 7 | |a Professional corporations |x Management |2 fast | |
| 650 | 7 | |a Strategic planning |2 fast | |
| 758 | |i has work: |a Strategic management of professional service firms (Text) |1 https://id.oclc.org/worldcat/entity/E39PCFQGXjMcVjM37BpGxGw3cP |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=3400794 |z Texto completo |
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