Revenue Management of a Professional Services Firm Under a Quality-Revelation Model

2020 ◽  
Author(s):  
Kalyan Talluri ◽  
Angelos Tsoukalas
Keyword(s):  
Revenue Management ◽  
Professional Services ◽  
Professional Services Firm

Alternative Family Structures: A Career Advantage?

1997 ◽  
Vol 81 (3) ◽  
pp. 812-814 ◽  
Author(s):  
Ronald J. Burke
Keyword(s):  
Professional Services ◽  
Hierarchical Level ◽  
Family Structures ◽  
Men And Women ◽  
Hierarchical Levels ◽  
Professional Services Firm

This research examined the presence of homemakers among spouses of men and women at four hierarchical levels within a single large professional services firm. Men at the most senior level were significantly more likely to have spouses as homemakers than were men at lower levels and women at any hierarchical level. Men were generally more likely than women to have spouses as homemakers, thus family structures may create potential career disadvantages for women.

Using Integrative Development to Create a Coaching Culture in a Professional Services Firm

2019 ◽  
pp. 506-514
Author(s):  
David B. Drake
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Adult Development ◽  
Case History ◽  
Organization Development ◽  
Professional Services ◽  
Evidence Based ◽  
Coaching Training ◽  
Professional Services Firm ◽  
Training Organization

This reflective case history introduces integrative development (ID) as an approach for evidence-based organizational change and development initiatives. ID brings adult development and organization development into a unified theory, and it aligns three human resource development disciplines (coaching, training, organization development) into a unified set of practices. The case history outlines how narrative coaching, an ID-based methodology, was used in creating a coaching culture in a professional services firm and offers principles and recommendations for EBOCD practitioners.

Organizational Hierarchy and Cultural Values

1997 ◽  
Vol 81 (3) ◽  
pp. 832-834 ◽  
Author(s):  
Ronald J. Burke
Keyword(s):  
Cultural Values ◽  
Support Staff ◽  
Professional Services ◽  
Organizational Hierarchy ◽  
Dependent Variables ◽  
Professional Field ◽  
Four Levels ◽  
Relationship Of ◽  
The Relationship ◽  
Professional Services Firm

This study examined the relationship of organizational hierarchy and aspects of cultural values within a single large professional services firm. Four levels were considered: partners, managers, professional field staff, and secretarial support staff. The importance, presence, and gap between importance and presence of ten cultural values served as dependent variables. The highest and lowest hierarchical levels had more favorable opinions on the importance and presence of these cultural values. Implications for service to clients are drawn.

Sensegiving and Sensemaking in a Professional Services Firm: A Dualities Perspective

2014 ◽  
Vol 2014 (1) ◽  
pp. 11121
Author(s):  
Fiona M. Sutherland ◽  
Aaron C.T. Smith ◽  
David Gilbert
Keyword(s):  
Professional Services ◽  
Professional Services Firm

STRATEGIC SYNERGY OF SERVICE OFFERINGS WITHIN A PROFESSIONAL SERVICES FIRM

2019 ◽  
Vol 6 (1) ◽  
Author(s):  
John A. Kuprenas ◽  
Lara H. Jennings
Keyword(s):  
Professional Services ◽  
Future Research ◽  
Specific Service ◽  
Holistic View ◽  
Professional Services Firm ◽  
Holistic Strategies ◽  
Aec Industry

The architecture, engineering, and construction (AEC) industry has traditionally been structured based upon a firm concentrating on select markets and specific service offerings. More recently, however, the industry has moved away from the piece by piece process of developing a project into a more holistic view. This paper suggests the concept that holistic strategies can create positive business synergies. Two types of synergies are identified-synergies related to practice and knowledge and synergies related to service and delivery. Examples of these synergies are provided with cases provided for engineering, architecture, and management firms. The increase in strength of the firm as a result of the strategy is more than the net additive growth or change; hence, it is deemed synergistic. Conclusions identify the synergies outcomes and discuss the need for future research in this area, particularly data-based research to test the theory.

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