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Creative professional service firms: aligning strategy and talent

Published on May 10, 2013in Journal of Business Strategy
· DOI :10.1108/JBS-10-2012-0058
Deirdre Canavan2
Estimated H-index: 2
(DIT: Dublin Institute of Technology),
Pamela Sharkey Scott12
Estimated H-index: 12
,
Vincent Mangematin27
Estimated H-index: 27
Sources
Abstract
Purpose – Reliance on individual talent and motivation renders creative professional service firms (PSFs) highly dependent on their ability to attract and mobilise the right individuals. This paper aims to build an integrated framework showing firstly how creative industry PSFs can differ in their strategy for growth, and secondly how these alternative strategies for growth can influence the firm's approach to organising and the type of talent required.Design/methodology/approach – The findings are based on a series of interviews with managing directors, senior management and practitioners of architectural organisations in a single country, combined with an extensive literature review.Findings – The authors' framework illustrates how the proposed growth strategies for creative PSFs are aligned to alternative professional talent profiles – a product portfolio strategy where the firm structures for efficiency aligned to a managerial talent profile, and an artistic competency strategy where the firm structur...
  • References (14)
  • Citations (22)
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