Power and Control in Professional Partnerships
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 ar...
| Main Authors: | , |
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| Format: | Journal article |
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1996
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| _version_ | 1797098997003845632 |
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| author | Morris, T Pinnington, A |
| author_facet | Morris, T Pinnington, A |
| author_sort | Morris, T |
| collection | OXFORD |
| description | 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. |
| first_indexed | 2024-03-07T05:17:28Z |
| format | Journal article |
| id | oxford-uuid:ddb28db6-dce3-4799-b2f2-4b97968700c5 |
| institution | University of Oxford |
| last_indexed | 2024-03-07T05:17:28Z |
| publishDate | 1996 |
| record_format | dspace |
| spelling | oxford-uuid:ddb28db6-dce3-4799-b2f2-4b97968700c52022-03-27T09:26:57ZPower and Control in Professional PartnershipsJournal articlehttp://purl.org/coar/resource_type/c_dcae04bcuuid:ddb28db6-dce3-4799-b2f2-4b97968700c5Saïd Business School - Eureka1996Morris, TPinnington, AStrategic 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. |
| spellingShingle | Morris, T Pinnington, A Power and Control in Professional Partnerships |
| title | Power and Control in Professional Partnerships |
| title_full | Power and Control in Professional Partnerships |
| title_fullStr | Power and Control in Professional Partnerships |
| title_full_unstemmed | Power and Control in Professional Partnerships |
| title_short | Power and Control in Professional Partnerships |
| title_sort | power and control in professional partnerships |
| work_keys_str_mv | AT morrist powerandcontrolinprofessionalpartnerships AT pinningtona powerandcontrolinprofessionalpartnerships |