- The Oxford Handbook of Professional Service Firms
- List of Figures
- List of Tables
- List of Contributors
- Researching Professional Service Firms: An Introduction and Overview
- Theoretical Perspectives on the Professions
- Dynamics of Regulation of Professional Service Firms: National and Transnational Developments
- Internationalization of Professional Service Firms: Drivers, Forms, and Outcomes
- Organizations and Occupations: Towards Hybrid Professionalism in Professional Service Firms?
- Professional Ethics: Origins, Applications, and Developments
- Sources of Homogeneity and Heterogeneity across Professional Services
- Leadership and Professionals: Multiple Manifestations of Influence in Professional Service Firms
- Governance in Professional Service Firms: From Structural and Cultural to Legal Normative Views
- Strategy and Strategic Alignment in Professional Service Firms
- Service Innovation in Professional Service Firms: A Review and Future Research Directions
- Entrepreneurship and Professional Service Firms
- Marketing and Reputation within Professional Service Firms
- Client Relationships in Professional Service Firms
- Outsourcing and Offshoring of Professional Services
- Interplay of Professional, Bureaucratic, and Entrepreneurial Career Forms in Professional Service Firms
- Teamwork and Collaboration in Professional Service Firms: Evolution, Challenges, and Opportunities
- Professional Service Firms and Identity
- Knowledge and Learning in Professional Service Firms
- Diversity and Inclusion in Professional Service Firms
- Strategic Human Resource Management and Performance Management in Professional Service Firms
Abstract and Keywords
This chapter synthesizes and extends the literature on governance in Professional Service Firms (PSFs). It discusses four foundational theoretical perspectives on governance in PSFs: the agency, the partnership/partnership ethos, the stakeholder, and the trustee perspective. The authors argue these perspectives speak to structural or cultural views of governance, but they leave unanswered critical issues. Given the state of the literature, they argue for going beyond these foundational perspectives. They take a legal normative view of governance, defined as the legal and non-legal rules, norms, conventions, standards, and managerial practices that facilitate the coordination and conflict resolution among the critical constituencies of PSF for the firm as an institution. In so doing, the authors identify a critical unexplored issue in the study of governance of PSFs from a legal-normative view: the definitions of rights and obligations among critical constituencies and how that plays into conflict resolution mechanisms built into PSF governance.
Peter D. Sherer is an associate professor in the Haskayne School of Business at the University of Calgary. His research focuses on strategy and human resource management, principally in the context of professional service firms. He has published in a number of journals and research volumes including the Academy of Management Journal, Industrial and Labor Relations Review, Industrial Relations, Journal of Labor Economics, Organization Science, Research in Organizational Behavior, Research in Personnel/Human Resources Management, Research in the Sociology of Organizations, and Trends in Organizational Behavior. He was the lead author in an article on institutional change in law firms that received the Best Paper award of 2002 in the Academy of Management Journal by the Academy of Management. His chapter in this volume, on bringing organizations deeper into human capital theory, reflects his long-standing interest in integrating economics with organizational and behavioral theories. He is one of the founders of the Human Capital and Competitive Advantage Interest Group of the Strategic Management Society. He serves on the editorial board of the Academy of Management Journal. He received his Ph.D. from the University of Wisconsin–Madison.
Hüseyin Leblebici is Merle H. and Virginia Downs Boren Professor of Business Administration at the University of Illinois at Urbana-Champaign, Department of Business Administration. He received his MBA and PhD in organizational behavior from University of Illinois. Professor Leblebici’s recent research focuses on three interrelated macro organizational domains: the co-evolutionary processes in the professions and organizational fields, the sociology of professional careers, and the evolution of business models. He is currently working on the historical evolution of business models in two-faced markets such as credit cards and its implication for the development of strategic business groups and institutionalization of industry practices. He is also investigating career trajectories of US law school deans since 1900 to see how the legal profession and the academic structure of US universities have influenced their career patterns. His work has appeared in journals such as Administrative Science Quarterly, Social Forces, Organization Studies, Strategic Organization and Strategic Management Journal. He has served on a number of editorial boards including Administrative Science Quarterly, Academy of Management Review, Organization Science, Journal of Management, Academy of Management Review, and Organization Studies. He is also one of the founding editors of Journal of Professions and Organization.
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