Exploring cultural economies of internationalization: the role of ‘iconic individuals’ and ‘brand leaders’ in the globalization of headhunting

Understanding the internationalization of professional services like advertising, architecture, accounting, consulting and legal services continues to attract considerable attention in academic and policy circles. Research in geography and management studies has emphasized the different organizational strategies adopted by firms as they seek to develop and maintain a competitive position within an increasingly global economy. In this article we develop a new strand in this literature by adopting a cultural economy approach to argue that an important, yet comparatively neglected, aspect of the internationalization strategies of transnational professional service firms is the role of certain ‘iconic individuals’ and ‘brand leaders’ in influencing the practice of internationalization. Drawing on empirical research into the burgeoning European executive search (headhunting) industry we identify a cadre of such individuals and brand leaders that act as resources other firms leverage when internationalizing. This highlights the importance of a cultural economy perspective in theories of the internationalization of professional services and its value in moving discussions beyond purely economic analyses of competitive advantage.     

EXPLORING THE STRATEGY-TECHNOLOGY CONNECTION IN SMALL MANUFACTURING FIRMS

Small manufacturing firms make a significant contribution to the economy. Yet, partly because of the greater availability of data on larger firms, strategic management and manufacturing strategy research have tended to neglect small business. Using a survey of small manufacturers, we examine the applicability of Porter's typology of generic strategies to this context and investigate the links between generic strategies and one important dimension of manufacturing strategy-technology management. The analysis of generic strategies shows consistency with previous work on larger firms and tends to support the use of the typology in this setting. Moreover, the internal and external influences on the technology adoption decision process vary significantly with generic strategies, implying that the role played by individuals and networks constitutes a dominant factor. Surprisingly, no distinction was found between firm groupings with respect to decision criteria, which suggests that the decision process of small firms remains rather inexplicit, informal, and, to a large extent, intuitive. We also found that technologically more sophisticated firms tend to hold stronger competitive positions and that technological strength appears to be related to both cost advantage and differentiation.     

Promotion to Partner in Professional Service Firms

A shift away from up-or-out, theconventional promotion system in professional servicefirms, has been explained as part of a wider set ofchanges in internal labor market arrangements andmanagement methods. This is investigated empirically in a sample oflarge partnerships in one profession. Up-or-out was usedby less than one-third of the sample of firms but iscommon among the largest firms. Internal reforms to the professional firm do not fully explainits rarity; up-or-out appears to be adaptable to newforms of management and internal labor market policies.This raises a number of questions about the utility of theoretical explanations of how professionalservice firms work or are changing.