Changing career models and capacity for innovation in professional services

Michael Smets, Timothy Morris, Namrata Malhotra

Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)

Abstract

A number of professional sectors have recently moved away from their longstanding career model of up-or-out promotion and embraced innovative alternatives. Professional labor is a critical resource in professional service firms. Therefore, changes to these internal labor markets are likely to trigger other innovations, for example in knowledge management, incentive schemes and team composition. In this chapter we look at how new career models affect the core organizing model of professional firms and, in turn, their capacity for and processes of innovation. We consider how professional firms link the development of human capital and the division of professional labor to distinctive demands for innovation and how novel career systems help them respond to these demands.
Original languageEnglish
Title of host publicationHandbook of research on entrepreneurship in professional services
EditorsMarkus Reihlen, Andreas Werr
PublisherEdward Elgar
Pages127-147
Number of pages21
ISBN (Electronic)978-1-78100-910-9
ISBN (Print)978-1-84844-626-7, 1-84844-626-8
DOIs
Publication statusPublished - 31 Oct 2012

Publication series

NameElgar original reference
PublisherEdward Elgar publishing

Fingerprint

Innovation
Professional services
Labor
Team composition
Resources
Internal labor markets
Professional service firms
Trigger
Human capital
Organizing
Management incentives
Incentive schemes
Knowledge management

Bibliographical note

The chapter is for personal use only and directing any queries about re-use to Edward Elgar Publishing.

Keywords

  • careers
  • promotion
  • tournament theory
  • innovation
  • professional service firms

Cite this

Smets, M., Morris, T., & Malhotra, N. (2012). Changing career models and capacity for innovation in professional services. In M. Reihlen, & A. Werr (Eds.), Handbook of research on entrepreneurship in professional services (pp. 127-147). (Elgar original reference). Edward Elgar. https://doi.org/10.4337/9781848446267.00017
Smets, Michael ; Morris, Timothy ; Malhotra, Namrata. / Changing career models and capacity for innovation in professional services. Handbook of research on entrepreneurship in professional services. editor / Markus Reihlen ; Andreas Werr. Edward Elgar, 2012. pp. 127-147 (Elgar original reference).
@inbook{2fbac8f69cd84462966994414be4f3f4,
title = "Changing career models and capacity for innovation in professional services",
abstract = "A number of professional sectors have recently moved away from their longstanding career model of up-or-out promotion and embraced innovative alternatives. Professional labor is a critical resource in professional service firms. Therefore, changes to these internal labor markets are likely to trigger other innovations, for example in knowledge management, incentive schemes and team composition. In this chapter we look at how new career models affect the core organizing model of professional firms and, in turn, their capacity for and processes of innovation. We consider how professional firms link the development of human capital and the division of professional labor to distinctive demands for innovation and how novel career systems help them respond to these demands.",
keywords = "careers, promotion, tournament theory, innovation, professional service firms",
author = "Michael Smets and Timothy Morris and Namrata Malhotra",
note = "The chapter is for personal use only and directing any queries about re-use to Edward Elgar Publishing.",
year = "2012",
month = "10",
day = "31",
doi = "10.4337/9781848446267.00017",
language = "English",
isbn = "978-1-84844-626-7",
series = "Elgar original reference",
publisher = "Edward Elgar",
pages = "127--147",
editor = "Markus Reihlen and Andreas Werr",
booktitle = "Handbook of research on entrepreneurship in professional services",

}

Smets, M, Morris, T & Malhotra, N 2012, Changing career models and capacity for innovation in professional services. in M Reihlen & A Werr (eds), Handbook of research on entrepreneurship in professional services. Elgar original reference, Edward Elgar, pp. 127-147. https://doi.org/10.4337/9781848446267.00017

Changing career models and capacity for innovation in professional services. / Smets, Michael; Morris, Timothy; Malhotra, Namrata.

Handbook of research on entrepreneurship in professional services. ed. / Markus Reihlen; Andreas Werr. Edward Elgar, 2012. p. 127-147 (Elgar original reference).

Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)

TY - CHAP

T1 - Changing career models and capacity for innovation in professional services

AU - Smets, Michael

AU - Morris, Timothy

AU - Malhotra, Namrata

N1 - The chapter is for personal use only and directing any queries about re-use to Edward Elgar Publishing.

PY - 2012/10/31

Y1 - 2012/10/31

N2 - A number of professional sectors have recently moved away from their longstanding career model of up-or-out promotion and embraced innovative alternatives. Professional labor is a critical resource in professional service firms. Therefore, changes to these internal labor markets are likely to trigger other innovations, for example in knowledge management, incentive schemes and team composition. In this chapter we look at how new career models affect the core organizing model of professional firms and, in turn, their capacity for and processes of innovation. We consider how professional firms link the development of human capital and the division of professional labor to distinctive demands for innovation and how novel career systems help them respond to these demands.

AB - A number of professional sectors have recently moved away from their longstanding career model of up-or-out promotion and embraced innovative alternatives. Professional labor is a critical resource in professional service firms. Therefore, changes to these internal labor markets are likely to trigger other innovations, for example in knowledge management, incentive schemes and team composition. In this chapter we look at how new career models affect the core organizing model of professional firms and, in turn, their capacity for and processes of innovation. We consider how professional firms link the development of human capital and the division of professional labor to distinctive demands for innovation and how novel career systems help them respond to these demands.

KW - careers

KW - promotion

KW - tournament theory

KW - innovation

KW - professional service firms

UR - http://www.scopus.com/inward/record.url?scp=84881813246&partnerID=8YFLogxK

U2 - 10.4337/9781848446267.00017

DO - 10.4337/9781848446267.00017

M3 - Chapter (peer-reviewed)

SN - 978-1-84844-626-7

SN - 1-84844-626-8

T3 - Elgar original reference

SP - 127

EP - 147

BT - Handbook of research on entrepreneurship in professional services

A2 - Reihlen, Markus

A2 - Werr, Andreas

PB - Edward Elgar

ER -

Smets M, Morris T, Malhotra N. Changing career models and capacity for innovation in professional services. In Reihlen M, Werr A, editors, Handbook of research on entrepreneurship in professional services. Edward Elgar. 2012. p. 127-147. (Elgar original reference). https://doi.org/10.4337/9781848446267.00017