Structure, culture, and HRM in professional service firms

Stephen T. T. Teo; Bhavini Lakhani; David Brown; Teemu Malmi; D. Davies; G. Fisher; R. Hughes

Structure, culture, and HRM in professional service firms

Stephen T. T. Teo, Bhavini Lakhani, David Brown, Teemu Malmi, D. Davies, G. Fisher, R. Hughes

Research output: Chapter in Book / Conference Paper › Conference Paper

Abstract

It has been argued that human resource management (HRM) in professional service (PS) firms is becoming more strategic as these firms rely on their human capital as a source of competitive advantage. The current study will examine the relationship between structure, culture and HRM in explaining the performance of professional service firms. This paper will provide the empirical evidence by comparing and contrasting the adoption of a strategic approach to HRM in two Australian PS firms. The case study findings suggest that the adoption of organizational control, in terms of structure, culture and personnel controls, are linked to different levels of firm performance.

Original language	English
Title of host publication	Engaging the Multiple Contexts of Management: Convergence and Divergence of Management Theory and Practice: Proceedings of the 19th ANZAM Conference
Publisher	ANZAM
Number of pages	1
ISBN (Print)	1740882458
Publication status	Published - 2005
Event	Australian and New Zealand Academy of Management Conference - Duration: 1 Jan 2006 → …

Conference

Conference	Australian and New Zealand Academy of Management Conference
Period	1/01/06 → …

Keywords

personnel management
human capital
organizational effectiveness
knowledge workers
performance

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

Cite this

@inproceedings{7c00c0f43d5a48af973f91edc81e0504,

title = "Structure, culture, and HRM in professional service firms",

abstract = "It has been argued that human resource management (HRM) in professional service (PS) firms is becoming more strategic as these firms rely on their human capital as a source of competitive advantage. The current study will examine the relationship between structure, culture and HRM in explaining the performance of professional service firms. This paper will provide the empirical evidence by comparing and contrasting the adoption of a strategic approach to HRM in two Australian PS firms. The case study findings suggest that the adoption of organizational control, in terms of structure, culture and personnel controls, are linked to different levels of firm performance.",

keywords = "personnel management, human capital, organizational effectiveness, knowledge workers, performance",

author = "Teo, {Stephen T. T.} and Bhavini Lakhani and David Brown and Teemu Malmi and D. Davies and G. Fisher and R. Hughes",

year = "2005",

language = "English",

isbn = "1740882458",

booktitle = "Engaging the Multiple Contexts of Management: Convergence and Divergence of Management Theory and Practice: Proceedings of the 19th ANZAM Conference",

publisher = "ANZAM",

note = "Australian and New Zealand Academy of Management Conference ; Conference date: 01-01-2006",

}

TY - GEN

T1 - Structure, culture, and HRM in professional service firms

AU - Teo, Stephen T. T.

AU - Lakhani, Bhavini

AU - Brown, David

AU - Malmi, Teemu

AU - Davies, D.

AU - Fisher, G.

AU - Hughes, R.

PY - 2005

Y1 - 2005

N2 - It has been argued that human resource management (HRM) in professional service (PS) firms is becoming more strategic as these firms rely on their human capital as a source of competitive advantage. The current study will examine the relationship between structure, culture and HRM in explaining the performance of professional service firms. This paper will provide the empirical evidence by comparing and contrasting the adoption of a strategic approach to HRM in two Australian PS firms. The case study findings suggest that the adoption of organizational control, in terms of structure, culture and personnel controls, are linked to different levels of firm performance.

AB - It has been argued that human resource management (HRM) in professional service (PS) firms is becoming more strategic as these firms rely on their human capital as a source of competitive advantage. The current study will examine the relationship between structure, culture and HRM in explaining the performance of professional service firms. This paper will provide the empirical evidence by comparing and contrasting the adoption of a strategic approach to HRM in two Australian PS firms. The case study findings suggest that the adoption of organizational control, in terms of structure, culture and personnel controls, are linked to different levels of firm performance.

KW - personnel management

KW - human capital

KW - organizational effectiveness

KW - knowledge workers

KW - performance

UR - http://handle.uws.edu.au:8081/1959.7/45338

M3 - Conference Paper

SN - 1740882458

BT - Engaging the Multiple Contexts of Management: Convergence and Divergence of Management Theory and Practice: Proceedings of the 19th ANZAM Conference

PB - ANZAM

T2 - Australian and New Zealand Academy of Management Conference

Y2 - 1 January 2006

ER -

Structure, culture, and HRM in professional service firms

Abstract

Conference

Keywords

UN SDGs

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Cite this