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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 |
Tabla de Contenidos:
- 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.
- 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.
- 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.
- 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.
- 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.
- Fad or genuine source of competitive advantage?