Expert talent and the design of (professional services) firms

By David J. Teece. 2003

268 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d87f77a9fb776124504f5d8765f140e542ec1d0f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

1. N. J. Foss
2. Federico Aime
3. J. Mawdsley
4. Deepak Somaya
5. David J. Teece
6. Gernot Grabher
7. Bernard Marr
8. Olga Petricevic

In Organizational Behavior and Human Resource Management

1. N. J. Foss
2. Federico Aime
3. J. Mawdsley
4. Deepak Somaya
5. R. DeFillippi
6. Candace Jones
7. David J. Teece
8. Gernot Grabher

In Strategy and Management

1. N. J. Foss
2. Federico Aime
3. David J. Teece
4. Deepak Somaya
5. J. Mawdsley
6. R. DeFillippi
7. Candace Jones
8. Gernot Grabher

Citations in the corpus

• The riddle of heterarchy: : power transitions in cross-functional teams (2014, background): “Finally, our work focuses on the cross-functional teams that are important in knowledge-based work contexts (Albert & Bradley, 1997; Teece, 2003; Powell & Snellman, 2004), where diverse pools of knowledge must be integrated to cope with the complexity and dynamism of today’s organizations.”
• Employee Mobility and Organizational Outcomes (2016, background): “Thus, the expectation is that these individuals will bring significant general human capital—often conceptualized as managerial or occupational in nature—such that they can become valuable contributors to their new organization (Campbell, Coff, & Kryscynski, 2012; Groysberg et al., 2008; Teece 2003)”
• Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance (2007, background): “Dysfunctional behavior, such as activity that generates influence costs, has received considerable attention (Teece, 2003).”
• What Do I Take with Me?: The Mediating Effect of Spin-Out Team Size and Tenure on the Founder-Firm Performance Relationship (2016, unknown): “Since employers cannot prevent the movement of human assets, spin-out generation is more likely to occur in professional services than in manufacturing where physical capital is more important to value creation compared with human capital (Teece, 2003).”
• The Emerging Knowledge Governance Approach: Challenges and Characteristics (2007, background): “In sum, what is needed is a more thorough understanding of the organizational hazards that knowledge processes may give to and how these may be remedied by means of governance mechanisms (see also Buckley and Carter, 1996; Heimannn and Nickerson, 2002).”
• Introduction to paradoxes of creativity: managerial and organizational challenges in the cultural economy (2007, background): “Some observers regard the cultural economy even as a major forerunner and experimental site for managerial practices of the permanently innovating organization (e.g., Castells, 1996; Lash &Urry, 1994; Teece, 2003).”
• What Is a Professional Service Firm? Toward a Theory and Taxonomy of Knowledge-Intensive Firms (2010, unknown): “, 2006: 175), and may find that traditional authority and compensation systems are less effective (Eccles & Crane, 1988; Gilson & Mnookin, 1985; Greenwood & Empson, 2003; Lorsch & Tierney, 2002; Maister, 1993; Teece, 2003).”