The Role of Knowledge Management Strategies and Task Knowledge in Stimulating Service Innovation

Are service firms that enact strategies to manage their new service development knowledge able to generate a sustainable competitive advantage? Based on analysis of data from a large survey of service companies, the answer is yes. We find that companies employing the knowledge management strategies of codification and personalisation reflect higher levels of NSD knowledge. However, the two strategies vary in their individual performance outcomes, with codification promoting NSD proficiency and personalisation promoting greater NSD innovativeness. When used together, the two strategies magnify NSD knowledge, which when combined with NSD proficiency and NSD innovativeness, promote a SCA.

Updated: 17/07/2013
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Views: 1,648

The role of paradox in understanding female career progression within UK professional services firms

In recent years, professional services firms have increasingly promoted their commitment to workplace gender diversity and inclusion (D&I). Research demonstrates that there are three narratives commonly cited to justify D&I. This study argues that the way in which organisational leaders combine and utilise these three narratives can help to predict their success in promoting gender diversity at senior levels.

Updated: 15/04/2013
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Views: 4,552

Resistance to knowledge transfer in mergers between professional service firms

It is known that the announcement of a merger creates a highly stressful environment of uncertainty, fear and distrust. Even if redundancies are not planned, individuals in both the acquired and the acquiring firms may fear loss of status and changes to their established work norms.

Why do individuals resist knowledge transfer in the context of mergers between professional service firms? Professor Laura Empson provides an executive summary of her recent paper on this topic.

Updated: 06/02/2013
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Views: 8,706

Unlocking the Catch-22 of institutional change

Traditionally partnerships are based on ambiguous and negotiated relationships amongst professional peers, who are the firm's owners as well as its core producers. But in recent years there has been a growing acceptance amongst partners in large international law firms that they require more explicit forms of performance measurement and management and more hierarchical structures of governance in order to maximise Profits per Partner - the professional partnership is becoming a bit more corporate.

It was this change which prompted researchers from the Centre of Professional Service Firms to study the rise of the management professional and their role in the professionalisation of management in large international law firms.

Updated: 06/02/2013
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Views: 3,674

Trust and values in the City


With the recent Occupy movement, the concept of ethics and trust in the City has barely left the news - the perception remains that the City does not serve the wider economy and society.

On October 27th 2011, leading figures came together to discuss a recent initiative to restore trust in the City. The aim of this initiative, established by The Rt Hon The Lord Mayor, Alderman Michael Bear, was to look at practical ways to embed the right values and behaviours in the DNA of every City business and worker.

Updated: 06/02/2013
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Views: 5,182

Playing it safe: Why law firms continue to discriminate on the basis of social class

Author(s):

Louise Ashley

 et al.

It may come as no surprise to read that the UK's leading law firms discriminate on the basis of social class when recruiting but most law firms insist that they value diversity.

One question then is: whydo leading law firms persist in discriminating on the basis of social class? Read the full report to find out more.

Updated: 06/02/2013
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Views: 4,854

What is the role of the corporate leader in the innovation process post-financial crisis?

A joint project between Cass and the Chartered Insurance Institute (CII).

Updated: 01/03/2014
Comments: 2
Views: 10,506

Making a difference: the use (and abuse) of diversity management at the UK’s elite law firms

This research suggests that though diversity strategies do little to change organisational cultures, those that recognise both the depth of professional prejudice within the sector and the reality of educational inequality across the UK may prove relatively progressive nonetheless.

Updated: 02/11/2011
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Views: 3,599

“They’re not all bastards”: prospects for gender equality in the UK’s elite law firms

Whilst acknowledging that women are often confined to lower paid or marginalised positions, this paper uses qualitative data collected in five corporate law firms in the City of London to question the motives for women's disadvantage and the mechanisms by which it is achieved.

Updated: 02/11/2011
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Views: 3,483