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Multi-supplier project networks represent a large part of the business-to-business (B2B) sector as the scope of many projects requires that different providers participate in their development and delivery. This raises the question of how the integration of the resources of the various partners can be shaped successfully. Specifically, the different organizational identities provide institutional frames of reference to the resource-integrating firms. As the organizational identities are typically not harmonious with each other, at least partial misalignments of the institutional setting that shapes the resource integration processes may emerge. The purpose of this paper is to empirically investigate the impact of various organizational identities on the course and outcome of resource integration in project networks.

The paper makes use of interpretive phenomenology in conjunction with a qualitative case study approach to access the lived experience of actors of different professional service firms having experienced changes in resource integration in a B2B project network.

A conceptualization of organizational identity as an institutional context for resource integration is developed and empirically investigated. The findings show a strong impact on the firms’ organizational identities and the actors’ resource integration experience and evaluation. Moreover, the findings provide evidence that, if unmanaged, at least partial misalignment of the institutional arrangements of multi-organizational B2B project network represents a normal and also a stable condition.

As a first conceptualization and empirical analysis of the interplay between organizational identity and resource integration, this paper advances the current understanding of the institutional context for resource integration. It argues for the wider relevance of organizational identity constructs and paves the way for future development.

For professional service firms (PSFs) the partnership form of governance is the most effective means of reconciling the potentially competing claims of three sets of stakeholders: shareholders, professionals, and clients. Increasingly, PSFs are abandoning this traditional form of governance in favour of incorporation and flotation. Very little is known about the implications of this trend. We examine an alliance between a partnership and a corporation and analyse the systems and structures that professionals in both firms deploy in their efforts to preserve and sustain the interpretive scheme of professionalism and partnership. We emphasise the need to develop a more nuanced understanding of the relationship between governance as a legal form and governance as an interpretive scheme.

To identify and discuss the changes arising within very large law firms from the pressure to provide global services and the issues for firms in implementing cross‐border integration.

The research is qualitative, case‐based and exploratory, using a piloted topic guide. The study is of very large UK “City” law firms (i.e. those operating in over 20 countries) using in‐depth semi‐structured interviews with: managing partners, senior partners, partners and associates at “City” law firms, clients, US lawyers in London and non‐legal professionals. Data are triangulated with information from trade press, trade associations and firm reports.

Identification of managerial issues of global integration common to law firms interviewed. These include: a shift to a “managed” firm and decline in professional autonomy; post‐acquisition integration and merger process issues; operationalization of global practices (such as common technology platforms, common systems practices, common human resources management practices and cross‐border intra‐firm working relationships) to achieve consistency throughout the integrated firm.

Data set is derived from UK firms only and dependent on respondent views. Findings indicate that law firms have become less distinctive and more like other service businesses.

The paper identifies the processes by which consistent cross‐border service to the client may be achieved within globally integrated firms.

Law is an under‐researched industry. This research adds to knowledge of the legal services industry; explores globalization in a professional service firm context; extends the global strategy literature into the services domain. This is also one of the few papers on law firms based on primary data.

The purpose of this paper is to propose a solution to the challenges of professional service firms (PSF), which are referred to as cat herding, opaque quality and lack of process standardization. These result from misalignment in the mental pictures that managers, employees and customers have of the service. The study demonstrates how the process of articulating a shared service concept reduces these challenges.

A narrative methodology is used to analyze the perspectives of old management, new management and employees during organizational change in a PSF – a website design company growing to offer full-service branding. Group narratives are constructed using longitudinal data gathered through interviews and fieldwork, in order to compare the misaligned mental pictures and show the benefits of articulating the service concept.

Professional employees view growth and change as threats to their culture and practice, particularly when new management seeks to standardize processes. These threats are revealed to stem from misinterpretations caused by miscommunication of intentions and lack of participation in decision making. Articulating a shared service concept helps to align understanding and return the firm to equilibrium.

The narrative methodology helps unpack conflicting perspectives, but is open to claims of subjectivity and misrepresentation. To ensure fairness and trustworthiness, informants were invited to review and approve the narratives.

The study contributes propositions related to the value of articulating a shared service concept as a means of minimizing the challenges of PSFs.

The introduction of cells has in general been beneficial to organizations by improving productivity and quality, reducing lead times and providing non‐routine jobs for personnel within the cell. However, there is no doubt that such changes create conflict due to the transition from a functional structure to a more flexible cellular environment. Charts the development of the cell structure within an aerospace company in order to identify the potential problems which can arise between the various participants both inside and outside the cells. Uses Maister’s Professional Service Firm model to identify the roles and responsibilities of the support functions and management which service the cells. Proposes that this framework not only illustrates how planning and organizing issues can be addressed using the concepts developed by Maister, but also provides an illustration of how one model propounded by management educators can provide a foundation for enhancing organizational performance.

This paper presents an exploratory study to understand the distinctive quality dimensions of high-contact Professional Service Firms (PSFs) and develop a conceptual model for Quality Management (QM). The paper is based on empirical evidences from multiple cases in leading Indian law firms.

The paper adopted an exploratory, multiple, embedded and comparative case study design. The empirical evidence from multiple case studies in 10 law firms (data includes 42 individual interviews, archival records, field notes) was used to explore the QM dimensions for PSFs.

The results showed that QM in PSFs is a multifaceted and continuous process rather than a straightforward and episodic one. The findings reveal three distinctive dimensions of QM for PSFs: managing the firm's image; managing the client-firm interaction and support processes and; managing the perceived value of service outcome. Further, the results showed a significant variation in the design of QM practices in a relatively homogenous group of PSFs (law firms). This reflected the influence of personnel and organizational characteristics on the QM.

The research is based on evidences collected from 10 Indian law firms and the research design is exploratory in nature. The future research is suggested in terms of extending the scope and research design.

The insights obtained from the paper have implications for managers working on the design of service operations and particularly service quality in high-contact PSFs similar to law firms. While the study does not prescribe a standard design of QM systems for PSFs, it seeks to foster the thinking of managers by helping them conceptualize the broad quality-control checkpoints and quality attributes specific to PSF settings

The academic research in the management of professional service quality is dominated by conceptual/theoretical models for customer evaluation of service provider's performance and the issue of operationalization of QM in PSFs is still needs further investigation. This paper contributes to the theory of service operations management (SOM) by focusing on the structure of QM systems in PSFs.

This chapter explores archetypal change in the context of professional service firms. To understand recent and ongoing changes in professional service firms, we briefly show how the professional archetype has evolved since the 1960s. We then present four theoretical models to describe processes by which institutionalized archetypes can change, and possibly coexist in the same field. Three professional archetypes are described, each in the context of historical development and the change model described earlier. At the one extreme is the traditional professional partnership; at the other the larger, multidisciplinary, corporate, global professional network, or GPN; in between is the “Star” form – relatively specialized, flatter structure, resisting significant growth, with fixations on excellence, and being the leader in a professional niche.

The purpose of this paper is to identify key barriers to internationalisation in emerging markets (EMs) for professional service firms (PSFs) from developed markets and to explain how PSFs use social networks to participate within EMs of Asia and overcome these barriers. The paper aims to provide a framework of this process.

A case‐based research design is used to explore key professional service industries (legal, media consulting and financial), providing three case studies, in a developed market (Australia) that are expanding rapidly into EMs (Thailand, Malaysia, and Vietnam) of Asia.

The elements of orientating, positioning and timing were identified as critical in the context of foreign entry, with the network perspective providing a useful theoretical explanation of this process and underpinning the conceptual framework. Key barriers to internationalisation in EMs for PSFs from developed markets are identified: face‐to‐face communication, language, cultural, work practices and government regulations. How PSFs use social networks to participate within EMs of Asia to overcome these barriers reveal that social network elements are critical to FME specifically into EMs: orientation, positioning and time.

While the conceptual framework of key barriers and how PSF overcame them is theoretically supported by the findings, the framework could be tested more appropriately through an extended number of cases prior to a survey to provide generalizability.

Social networks were used by managers of PSFs to secure market knowledge and to act as a basis for strategic decision making, with foreign network actors a key influence in the foreign market entry process.

The paper provides a framework for identifying key barriers to internationalisation in EMs for PSFs.

This chapter discusses a new understanding of how leadership is performed and internalized, from which a sustainable model of supporting and promoting educational leadership at the institutional level can be developed. It focuses on what is actually happening in an institution to capture “leadership” in an English higher education institution (HEI). It considers leadership in the context of a continuous professional development route for Senior Fellowship of the Higher Education Academy (HEA) at a Post-1960 English HEI. HEA Fellowship and the UK Professional Standards Framework (UKPSF) are increasingly used within British HEIs to support the professional formation of university teachers. The SFHEA is an internationally recognized accreditation for experienced university staff (academics/support/administrative) able to provide evidence of a sustained record of effectiveness in their practice, incorporating leadership of specific aspects of teaching and learning provision. Participants are evaluated against the criteria and dimensions of practice set by the UKPSF (UK Professional Standards Framework for Teaching and Supporting Learning in Higher Education), which identifies the areas of competence that need to be demonstrated to achieve Descriptor 3, Senior Fellow. In the UK, it is increasingly the case that HE teacher development programs for new and experienced staff are accredited by the HEA against the UKPSF (Land & Gordon, 2015). There is a dearth of literature on program leadership and sustainable leadership in higher education. This chapter is, therefore, particularly timely and suggests that continuing professional development programs “model” good practice, which participants transfer to their own teaching.

This paper aimed to explore the main strategies and approaches to innovation in professional service firms (PSFs), with a specific focus on accounting firms.

The paper relied upon a systematic literature review of previous studies to identify and reconcile the different approaches to innovation processes in accounting firms and further advance a conceptual framework for their discussion.

The findings, based on the review of 38 papers, revealed four main strategies around two main dimensions: the focus on internal/external features of the firm and the main source of innovation (technology and knowledge). The strategies may enable PSFs finding new opportunities and improving organizational performance.

The paper provides a conceptual framework in the form of a “strategy-innovation” matrix where four strategies emerged to support PSFs identifying possible approaches to innovation for new opportunities and improving their performance and services. In doing so, the paper bridges the main sources of innovation, knowledge and technology with key organizational features, considering structural/organizational aspects, cultural aspects, HR practices, collaborative behaviors, professional autonomy, service diversification and the role of professional networks and external actors.

The paper contributes to the literature by deepening understanding of innovation processes in PSFs, suggesting the need to develop a strategic orientation to innovation in these firms. In doing so, the paper also provides useful practical implications for the management of PSFs, suggesting an “innovation/strategy” matrix that might support the positioning of PSFs with reference to its approach to innovation.