Leading Change in the New Professional Service Firm: Characterizing Strategic Leadership in a Global Context

Research in the Sociology of Organizations

Volumn 24, Issue , 2006, Pages 101-137

  Fenton, Evelyn ^a   Pettigrew, Andrew ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33645879527     PISSN: 0733558X     EISSN: None     Source Type: Book Series    
DOI: 10.1016/S0733-558X(06)24005-9     Document Type: Review

References (43)

1. Alvesson M. Leadership as social integrative action: A study of a computer consultancy company. Organization Studies 13 (1992) 185-209
2. Alvesson M. Organizations as rhetoric: Knowledge-intensive firms and the struggle with ambiguity. Journal of Management Studies 30 (1993) 997-1015
3. Alvesson M. Communication, power and organization (1996), De Gruyter, Berlin and New York
4. Alvesson M. Knowledge work: Ambiguity, image and identity. Human Relations 54 (2001) 863-887
5. Alvesson M., and Sveningsson S. Good visions, bad micro-management and ugly ambiguity: Contradictions of (non-)leadership in a knowledge-intensive organization. Organization Studies 24 (2003) 961-988
6. Boxall P. The strategic HRM debate and the resource-based view of the firm. Human Resource Management Journal 6 (1996) 59-75
7. Brown J.S., and Duguid P. Organizational learning and communities of practice: Toward a unified view of working, learning and innovation. Organization Science 2 (1991) 40-57
8. Brown J.S., and Duguid P. Knowledge and organization: A social-practice perspective. Organization Science 12 (2001) 198-213
9. Chandler A.D. Strategy and structure: Chapters in the history of the American industrial enterprise (1962), MIT Press, Cambridge, MA
10. Cooper D.J., Hinings C.R., Greenwood R., and Brown J. Sedimentation and transformation in organizational change: The case of Canadian law firms. Organization Studies 17 (1996) 623-647
11. Denis J.-L., Lamothe L., and Langley A. The dynamics of collective leadership and strategic change in pluralistic organizations. Academy of Management Journal 44 (2001) 809-837
12. Denis J.-L., Langley A., and Cazale L. Leadership and strategic change under ambiguity. Organization Studies 17 (1996) 673-697
13. Denis J.-L., Langley A., and Pineault M. Becoming a leader in a complex organization. Journal of Management Studies 37 (2000) 1063-1099
14. Dougherty D. Organizing practices in services: Capturing practice-based knowledge for innovation. Strategic Organization 2 (2004) 35-64
15. Eisenhardt K.M. Building theories from case study research. Academy of Management Review 14 (1989) 532-550
16. Fenton, E. M., & Pettigrew, A. M. (Eds). (2000a). Theoretical perspectives on new forms of organizing. In: The innovating organization (pp. 1-46). London: Sage.
17. Fenton, E. M., & Pettigrew, A. M. (Eds). (2000b). Integrating a global professional services organization: The case of Ove Arup Partnership. In: The innovating organization (pp. 47-81). London: Sage.
18. Fenton E.M., and Pettigrew A.M. Complementary change toward global integration in four professional service organizations. In: Pettigrew A.M., et al. (Ed). Innovative forms of organizing (2003), Sage, London 208-239
19. Giddens A. The constitution of society (1984), University of California Press, Berkeley, CA
20. Glaser B., and Strauss A. The discovery of grounded theory (1967), Aldine, Chicago, IL
21. Greenwood R., Hinings C.R., and Brown J. Merging professional service firms. Organization Science 5 (1990) 239-257
22. Greenwood R., and Lachman R. Change as an underlying theme in professional service organizations: An introduction. Organization Studies 17 (1996) 563-572
23. Ibarra H. Provisional selves: Experimenting with image and identity in professional adaptation. Administrative Science Quarterly 44 (1999) 764-791
24. Knights D., and Willmott H. Conceptualizing leadership processes: A study of senior managers in a financial services company. Journal of Management Studies 29 (1992) 761-782
25. Langley A. Strategies for theorizing from process data. Academy of Management Review 24 (1999) 691-710
26. Lave J.C., and Wenger E. Situated learning: Legitimate peripheral participation (1991), Cambridge University Press, New York
27. Lowendahl B. Strategic management of professional service firms (1997), Handelshojskolens Forlag, Copenhagen
28. McCabe D. Waiting for dead men's shoes: Towards a cultural understanding of management innovation. Human Relations 55 (2002) 505-536
29. Miles M.B., and Huberman A.M. Qualitative data analysis: A sourcebook of new methods (1984), Sage, London
30. Mintzberg H. If you're not serving Bill and Barbara, then you're not serving leadership. In: Hunt J.G., Sekaran U., and Schriesheim C.A. (Eds). Leadership: Beyond establishment views (1982), Southern Illinois University Press, Carbondale, IL
31. Mintzberg, H. (1998). Covert leadership: Notes. Harvard Business Review, (November-December), 140-147.
32. Orr J. Talking about machines: An ethnography of a modern job (1996), IRL Press, Ithaca, NY
33. Osborn R.N., Hunt J., and Jauch L. Towards a contextual theory of leadership. The Leadership Quarterly 13 (2002) 797-837
34. Pettigrew A.M. Longitudinal field research on change: Theory and practice. Organization Science 1 August (1990) 267-292
35. Pettigrew, A. M., & Fenton, E. M. (Eds). (2000). Complexities and dualities in innovative forms. In: The innovating organization (pp. 279-300). London: Sage.
36. Ranson S., Hinings C.R., and Greenwood R. The structuring of organizational structures. Administrative Science Quarterly 25 (1980) 1-17
37. Reed M.I. Expert power and control in late modernity: An empirical review and theoretical synthesis. Organization Studies 17 (1996) 573-597
38. Robertson M., Scarbrough H., and Swan J. Knowledge creation in professional service firms: Institutional effects. Organization Studies 24 (2003) 831-857
39. Schein E.H. Career dynamics: Matching individual and organizational needs (1978), Addison-Wesley, Reading, MA
40. Tsoukas H. The validity of idiographic research explanations. Academy of Management Review 14 (1989) 551-561
41. Werr A., and Stjernberg T. Exploring management consulting firms as knowledge systems. Organization Studies 24 (2003) 881-908
42. Wenger E. Communities of practice (1998), Cambridge University Press, New York
43. Winch G., and Schneider E. Managing the knowledge-based organization: The case of architectural practice. Journal of Management Studies 30 (1993) 923-937