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Most psychological contract research examines single-agency situations in which a breach only affects one firm. In a multiple-agency relationship, however, the individual performs work that simultaneously satisfies the requirements of [...]

The study presents three distinctive attributes of professional service firms, namely low capital intensity, professionalized human resources and knowledge intensity, and proposes a taxonomy of knowledge-intensive firms. Details on the impact of professionalization are discussed.

Large law firms with home office in the United States were studied to examine the internationalization of professional services firms. Positive effect was observed on internationalization in general human and relational capital.

A study investigates the relative importance of decision criteria examined when purchasing professional services for skills training in sales and negotiations. Results indicate that the main criteria are classified as pre-qualifiers and final stage differentiators, which are identified as 11 factors that influence the selection of decision criteria used when purchasing professional services.

Byline: John R. Bryson, Peter W. Daniels This paper provides the first detailed empirical analysis of skill acquisition and development within Business and Professional Service (BPS) firms. The importance of expertise has been highlighted in much of the BPS literature; yet skills/expertise acquisition and development have not been addressed in any great detail. This is a serious omission. The relationship between the supply and demand for skilled professionals as well as the local availability of skills training for BPS firms should be central to both regional and national policy. The analysis reveals that a significant proportion of BPS firms do not have appraisal systems or training budgets and that technical skill may be undermined by poor communication and commercial skills. Staff proficiency problems result in enhanced costs as well as delays in product/service innovation. This paper is based upon a detailed survey of 1198 firms located in the West Midlands (UK) as well as 208 in-depth interviews.

How is 'general' supervision different than 'direct' supervision for chronic care management services? Does this mean that a clinical staff member other than the physician can create the plan of [...]