Organizational identity in management consulting firms: Professional partnerships and managed professional businesses compared
Publikation: Beiträge in Sammelwerken › Kapitel › begutachtet
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Organizational Identity and Firm Growth: Properties of Growth, Contextual Identities and Micro-Level Processes. Hrsg. / Christoph Dörrenbächer; Matthias Tomenendal; Sarah Stanske. London: Palgrave Macmillan, 2016. S. 63-105.
Publikation: Beiträge in Sammelwerken › Kapitel › begutachtet
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TY - CHAP
T1 - Organizational identity in management consulting firms
T2 - Professional partnerships and managed professional businesses compared
AU - Stanske, Sarah
AU - Tomenendal, Matthias
AU - Dörrenbächer, Christoph
PY - 2016/1/1
Y1 - 2016/1/1
N2 - A key resource of professional service firms (PSFs) is their organizational identity (OI). It enables PSFs to develop a positive external reputation and strong member identification. While the significance and effects of OI in PSFs are thoroughly studied, the differences between the two archetypes of PSFs, professional partnerships (P2) and managed professional businesses (MPB), are less clear. Through a multiple qualitative case study with four management consulting firms, it was revealed that both similarities and differences exist. Although notions of elitism were observed in all cases, P2s depict a deeper elite status, which is further fostered through their organic growth strategy. While MPBs, in pursuing a more aggressive approach to growth, depict ideographic identities and tendencies toward environmental adaptation. Thus, OI construction both shapes and is shaped by growth strategies.
AB - A key resource of professional service firms (PSFs) is their organizational identity (OI). It enables PSFs to develop a positive external reputation and strong member identification. While the significance and effects of OI in PSFs are thoroughly studied, the differences between the two archetypes of PSFs, professional partnerships (P2) and managed professional businesses (MPB), are less clear. Through a multiple qualitative case study with four management consulting firms, it was revealed that both similarities and differences exist. Although notions of elitism were observed in all cases, P2s depict a deeper elite status, which is further fostered through their organic growth strategy. While MPBs, in pursuing a more aggressive approach to growth, depict ideographic identities and tendencies toward environmental adaptation. Thus, OI construction both shapes and is shaped by growth strategies.
KW - Managed professional businesses
KW - Management consulting
KW - Organizational identity
KW - Professional partnerships
KW - Professional service firms
KW - Management studies
UR - http://www.scopus.com/inward/record.url?scp=85017599776&partnerID=8YFLogxK
U2 - 10.1057/978-1-137-57724-5_3
DO - 10.1057/978-1-137-57724-5_3
M3 - Chapter
AN - SCOPUS:85017599776
SN - 9781137577238
SP - 63
EP - 105
BT - Organizational Identity and Firm Growth
A2 - Dörrenbächer, Christoph
A2 - Tomenendal, Matthias
A2 - Stanske, Sarah
PB - Palgrave Macmillan
CY - London
ER -