Power and Control in Professional Partnerships

Morris, Tim and Pinnington, Ashly (1996) Power and Control in Professional Partnerships. Long Range Planning, 29 (6). pp. 842-849.

Abstract

Strategic management controls in professional partnership firms are different from controls in companies. A recently developed model of strategic management controls in the partnership firm was applied in a modified form to a sample of 60 firms in three traditional professions—law, accounting and architecture. Strategic management in the partnerships was broadly consistent with the model but we identified three adaptations in 10 of the sample of firms: corporate planner, corporate monitor and operations monitor. This article explains these adaptations and suggests that the form which strategic control takes in a partnership depends on the distribution of power in the firm.

Item Type: Article
Keywords: professional organizations; business planning; strategic management
Subject(s): Professional services
Corporate reputation
Centre: Centre for Professional Firms
Oxford University Centre for Corporate Reputation
Date Deposited: 02 Nov 2011 15:15
Last Modified: 23 Oct 2015 14:05
URI: http://eureka.sbs.ox.ac.uk/id/eprint/1063

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