dc.contributor.author | Martínez-Costa, Carme | |
dc.contributor.author | Mas-Machuca, Marta | |
dc.contributor.author | Olivella, Jordi | |
dc.date.accessioned | 2019-06-18T07:54:15Z | |
dc.date.available | 2019-06-18T07:54:15Z | |
dc.date.issued | 2019 | |
dc.identifier.citation | Martínez-Costa, Carme; Mas-Machuca, Marta; Olivella, Jordi. «Staffing policies of leading professional service firms». Intangible Capital, 2019, vol. 15, núm. 1, p. 38-56. https://doi.org/10.3926/ic.1370 | ca |
dc.identifier.issn | 1697-9818 | ca |
dc.identifier.uri | http://hdl.handle.net/20.500.12328/1066 | |
dc.description.abstract | Purpose: The aim of this study is to analyse the prevalence of the staffing policies associated with the
characteristics of the two basic types of organisational configurations identified by Institutional theory
(Professional Partnership and Managed Professional Business), or conversely, if they have been evolving
as a consequence of contextual factors and trends.
Design/methodology: Exploratory research was performed through the case study method. Six case
studies were conducted in Spanish affiliates of leading multinational management consulting firms.
Findings: Our analysis revealed that the staffing policies and practices of the companies differ
significantly. It was further deduced that the origin of companies and the practice of activities other
than business consulting could influence their staffing policies. It is concluded that mixed models do
exist nowadays and that the origin of companies largely determines their policies.
Research limitations/implications: Cultural factors among countries could influence HRM policies
and practices. Furthermore, the size of companies could determine (or limit) the implementation of
certain staffing policies. The study could be extended to a sample of consulting companies of various
sizes and countries to enrich the results.
Practical implications: For HR managers, knowing the staffing policies at these major companies is a
benchmark of HRM effectiveness to be applied to their own companies. In particular, these cases are
relevant for other knowledge intensive organizations.
Originality/value: The paper provides current empirical evidence on the HRM staffing policies of
leading consulting firms and their evolution. | ca |
dc.format.extent | 19 | ca |
dc.language.iso | eng | ca |
dc.publisher | OmniaScience | ca |
dc.relation.ispartof | Intangible Capital | ca |
dc.relation.ispartofseries | 15;1 | |
dc.rights | http://creativecommons.org/licenses/by-nc-nd/4.0/ | ca |
dc.rights | Attribution-NonCommercial-NoDerivatives 4.0 International | * |
dc.rights.uri | http://creativecommons.org/licenses/by-nc-nd/4.0/ | * |
dc.subject.other | Mà d'obra--Planificació | ca |
dc.subject.other | Manpower planning | ca |
dc.subject.other | Desenvolupament professional | ca |
dc.subject.other | Career development | ca |
dc.subject.other | Empreses de consultoria | ca |
dc.subject.other | Consulting firms | ca |
dc.subject.other | Motivación en el trabajo | ca |
dc.subject.other | Asesorías | ca |
dc.title | Staffing policies of leading professional service firms | ca |
dc.type | info:eu-repo/semantics/article | ca |
dc.description.version | info:eu-repo/semantics/acceptedVersion | ca |
dc.embargo.terms | cap | ca |
dc.subject.udc | 33 | ca |
dc.identifier.doi | https://doi.org/10.3926/ic.1370 | ca |