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dc.contributor.authorMatthias, Olga*
dc.contributor.authorReid, I.*
dc.date.accessioned2016-10-24T14:48:39Z
dc.date.available2016-10-24T14:48:39Z
dc.date.issued2016-09
dc.identifier.citationMatthias O and Reid I (2016) Professional Service Operations: the case for Service Modularity with a Legal Partnership. In: Proceedings of Thriving in Turbulent Times, BAM 2016 Conference. 6-8 Sep 2016. British Academy of Management, Newcastle, UK.en_US
dc.identifier.urihttp://hdl.handle.net/10454/10049
dc.descriptionNoen_US
dc.description.abstractOperations management theory suggests that professional services firms (PSFs) have some distinct operational challenges. The purpose of this paper is to trace the emergence of professional service operations management (PSOM) thinking within a legal partnership. With the impact of deregulation there is an emerging consensus that legal services is changing, due to the socio-economic and political climates in which they operate. The purpose of this paper is to trace the value-add through the legal profession and examine how PSOM practice can be applied within a legal practice in order to create a leaner thinking. The case study analysis suggests a potential methodological mismatch between the core theoretical frameworks, exploring features of effectiveness and efficiency across legal disciplines. This paper makes a contribution through a reflection of PSOM thinking in law.en_US
dc.language.isoenen_US
dc.subjectService operations; Professional services; Lean; Value stream; Legalen_US
dc.titleProfessional Service Operations: the case for Service Modularity with a Legal Partnershipen_US
dc.status.refereedYesen_US
dc.typeConference paperen_US
dc.type.versionAccepted Manuscripten_US
refterms.dateFOA2018-07-27T02:02:38Z


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