Managerial routines in professional service firms: transforming knowledge into competitive advantages

Søren Henning Jensen · Flemming Poulfelt · Sascha Kraus

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Innovation and Knowledge Management Human Resource and Talent Management Management and Organizational Studies

Abstract

This paper is about managerial routines in professional service firms (PSFs) and takes a resource-based perspective. It describes how managerial routines can be used to transform capabilities into competitive advantages. The empirical data explore three PSFs facing dilemmas concerning the management of their human resources and their professionals, and show how new managerial routines have been established. It further shows that PSFs' innovations are routine and are mainly reactive. Most routines are directed towards exploration, which is caused by the need to focus on projects for clients who in the daily routines supersede the need for developing HRM routines. Due to the importance of the projects and the markets the PSFs operate in, we will also look at the relations between PSFs and their markets. The concept of managerial routines is seen in relation to exploration and exploitation, which are subsequently used in an empirical analysis. In doing this, the analysis reveals a conflict between external demands from the clients and the internal utilization of the capabilities within the firms.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1990Absorptive Capacity: A New Perspective on Learning and Innovation 1997Dynamic capabilities and strategic management 1991Exploration and Exploitation in Organizational Learning 1983An Evolutionary Theory of Economic Change.1991The Competitive Advantage of Nations 1996Toward a knowledge‐based theory of the firm

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