How do design parameters of firm governance affect collaboration process dimensions in professional service firm?

Abstract

This article studies the effects of firm governance on the collaboration process dimensions in a public corporation type of professional service firm with one global integrated organization structure and a partnership type of professional service firm with network organization structure. One conceptual model is developed to structure the analysis and guide five expert interviews. This study finds that in the public corporation type of professional service firm, with one global integrated organization structure, the structural dimension of the collaboration process plays a more significant role than the agency and social capital dimension in establishing the collaboration process. On the contrary, in the partnership type of professional service firm, with a network organization structure, the social capital and the agency dimensions of the collaboration process play a more significant role than the structural dimension in establishing the collaboration process. It leads to the practical implementation in a partnership type of professional service firm, and the collaboration process would be started by building the social capital and agency dimensions. In a public corporation type of professional service firm, the collaboration process would be started by following the structural dimensions because being a public corporation forces the firm to have a defined and documented governance and administration (structural dimension).

Designing an information-sharing system to improve collaboration culture: a soft systems methodology approach in the digital service creation process

“…, 2014); a prerequisite for more significant organizational transformation and innovation when implemented in all organizational functions and levels (Alshwayat et al. , 2021); an expected capability in an organization to bring more innovation and value to the organization and strengthen the competitiveness of the organization continuously based on similar objectives to provide a better service (Budiarso et al. , 2021).…”

“…Meanwhile, better process capabilities are expected to easily define problems and requirements (Swinarski et al. , 2006); enhance organizational competitiveness at various levels (Budiarso et al. , 2021); and guarantee that the knowledge stored and distributed by IT will be understood and useful (Davenport and Prusak, 1998).…”

“…Collaboration is one of the keys to success in market competition which can accelerate proper decision making to face the challenging dynamic market (Matthew and Sternberg, 2006); the main organizational culture that supports organizational learning, consisting of advanced change management and long-term vision, two-way communication, mutual respect and trust, team building, people empowerment, high tolerance for ambiguity and diversity and risk mitigation (P erez L opez et al, 2004); one of the considered aspects of innovation that makes resources valuable when connected to others (Bettencourt et al, 2014); a prerequisite for more significant organizational transformation and innovation when implemented in all organizational functions and levels (Alshwayat et al, 2021); an expected capability in an organization to bring more innovation and value to the organization and strengthen the competitiveness of the organization continuously based on similar objectives to provide a better service (Budiarso et al, 2021).…”

“…, 2017). Previous studies link to the importance of collaboration culture in creating digital services and present the aspects that affect the collaboration process, namely, the dimension of social capital (Budiarso et al. , 2021), shared leadership (Lahat and Sabah, 2021) and technology acceptance (Swanson et al.…”

“…Adjusting to the nature of digital business, several studies on dynamic capabilities find how dynamic capabilities work in unison to enable digital business value (Riera and Iijima, 2019) and allow organizations to drive innovation capabilities (Van de Wetering et al, 2017). Previous studies link to the importance of collaboration culture in creating digital services and present the aspects that affect the collaboration process, namely, the dimension of social capital (Budiarso et al, 2021), shared leadership (Lahat and Sabah, 2021) and technology acceptance (Swanson et al, 2017). However, further studies to ensure the success of the collaboration process involving those aspects by managing information and sharing experience in complex and dynamic circumstances remain necessary.…”