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How different is professional service operations management?
Author(s) -
Lewis Michael A.,
Brown Andrew D.
Publication year - 2012
Publication title -
journal of operations management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.649
H-Index - 191
eISSN - 1873-1317
pISSN - 0272-6963
DOI - 10.1016/j.jom.2011.04.002
Subject(s) - service (business) , general partnership , process management , business , process (computing) , service design , service level objective , service provider , marketing , knowledge management , computer science , finance , operating system
Highlights ► Detailed analysis of a legal service partnership is used to explore the distinctive characteristics of professional service operations management. ► We examine customer interactions, service customization, process throughput and variability, professional employee behavior and managerial interventions. ► Professional–client exchange is variably asymmetrical – with significant implications for service package and process design. ► Professional service operations represent a significant opportunity for commoditization. ► Professional status and structures introduce distinctive trade‐offs when seeking greater efficiency and effectiveness. This paper presents detailed analysis of the operational and operations management characteristics of a professional service firm, a legal partnership. An in‐depth study of customer interactions, service customization, process throughput and variability, professional employee behavior and managerial interventions provided the basis for confirmatory and exploratory research. The results suggested a number of refinements to existing conceptualizations of the professional service type operation and indicated areas where professional service operations management should be viewed as highly distinctive. First, professional–client exchange is variably asymmetrical – with significant implications for service package and process design. Second, professional service operations comprise a substantial number of less variable and faster throughput processes – creating a significant opportunity for commoditization. Third, professional status and corresponding organisational structures (e.g. the partnership model) need to be explicitly recognised in any typology – these factors introduce distinctive trade‐offs when seeking greater efficiency and effectiveness.