Handbook of Research on Entrepreneurship in Professional Services
Show Less

Handbook of Research on Entrepreneurship in Professional Services

Edited by Markus Reihlen and Andreas Werr

The expert contributors discuss entrepreneurship and innovation from a number of different perspectives, including the entrepreneurial professional team, the entrepreneurial firm and the institutional environment. The first part of the book looks at the challenges of entrepreneurship specific to the professional service firm while the second explores the creation and exploitation of entrepreneurial opportunities in the professional service team. Part III turns to the organization and Part IV to the management and growth of the entrepreneurial professional service firm. The final part discusses the interplay between professions, firms and the institutional environment.
Show Summary Details
You do not have access to this content

Chapter 6: Professional service firms, knowledge-based competition, and the heterarchical organization form

Markus Reihlen and Mark Mone


Professional service organizations, such as advertising agencies, software development firms, accounting organizations, and consulting or R & D firms, operate in competitive environments driven by an imperative of flexibility and rapid learning (Empson, 2001; Starbuck, 1992). Superior competitive positions in knowledge-based industries derive from greater agility and more valuable knowledge creation for problem-solving relative to that of competitors (Eisenhardt & Martin, 2000; Teece, Pisano, & Shuen, 1997). The organizational implications of knowledge-based competition are clearly illustrated in the commercial software business, where the internet gave rise to open source communities such as Linux or the Apache Foundation. In such organizations, the plurality of distributed intelligence is managed by principles of decentralization of authority and selforganization (Parhankangas et al., 2005). Similarly, the advertising industry has been described as having project ecology, in which temporary organizational architectures of learning are negotiated between different actors within and outside the firm (Grabher, 2001, 2002, 2004). The key idea of project ecology is that a firm is not a coherent entity organized around clearly defined communication and authority structures. Rather, project ecologies provide arenas “in which incongruent physical and organizational layers are ‘stapled’ for a limited period of time—just to be reconfigured anew in the context of subsequent projects” (Grabher, 2002: 259). Other examples from technical consultancy (Miles & Snow, 1995), management consultancy (Alvesson, 1995), international accounting (Brown, Cooper, Greenwood, & Hinings, 1996; Reihlen, Albers, & Kewitz, 2009), virtual customer environments (Nambisan & Baron, 2010), medical trauma centers (Faraj & Xiao, 2006), and financial services (Sydow, 2004; Sydow & Windeler, 1998) show that an increasing amount of knowledge work is organized in ways that supplant typical Weberian categories of hierarchy and firm-centered approaches to organizational design.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.