Professionals with borders: The relationship between mobility and transnationalism in global firms

Spence, Crawford; Sturdy, Andrew; Carter, Cynthia

doi:10.1016/j.geoforum.2018.03.012

Cited by 14 publications

(15 citation statements)

References 56 publications

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“…This work points to the importance of global internal policies, systems and structures as well as informal procedures in connection with local subsidiary autonomy (2016a), while revealing differences in the way transfer between regions and localities were led and controlled (2016b). Focusing on the transnational mobility of professionals, Spence et al (2018) outlined geographical, temporal and functional mobility constraints. Through a cross-national study of global accounting firms, they found that the transnational aspect shapes local practices through knowledge-sharing activities.…”

Section: Transnational Knowledge-intensive Service Provisionmentioning

confidence: 99%

Practices and knowing in transnational knowledge-intensive service provision

Hydle

Hopwood

2019

Human Relations

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How do professionals at different locations within a firm collaborate to provide services across borders? This article addresses how knowledge-intensive service provisions are coordinated across borders, time zones and expertise. Empirical material from two engineering firms providing services to a global customer base are analysed, comprising over 100 interviews and over 20 days of observation. Concepts from practice theory are used, locating questions of knowledge in the realm of practical action. Findings describe how transnational services are enacted through prefigured and emergent practices. The problem of coordinating transnational practices is considered as a matter of balanced acting between these contrasting forms of work. This is explored in terms of the forms of knowledge that are in play – nuancing practical understanding into specific notions of know-how, know-what, know-who, know-why and know-where/when. Connecting this array of knowledge forms with balanced acting between prefigured and emergent practices extends theorizations of transnational knowledge-intensive firms, and casts new light on how the widespread problem of coordination can be addressed.

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Section: Transnational Knowledge-intensive Service Provisionmentioning

confidence: 99%

Practices and knowing in transnational knowledge-intensive service provision

Hydle

Hopwood

2019

Human Relations

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“…In particular, small and medium-sized Italian companies, which make up the majority of the Italian economy (Corbetta, 1995;Del Giudice et al, 2017;Russo & Tencati, 2009) are aware that the survival of the company is linked to the training and growth of its employees. This purpose is achieved through a fair remuneration (Riley, Michael, & Mahoney, 2017) and this is only possible with active collaboration with professionals (Spence, Sturdy, & Carter, 2018) and institutions in order to tackle economic evolution and the possible internationalization (Dimitratos, Voudouris, Plakoyiannaki, & Nakos, 2012). The future perspective will be the analysis of a dashboard of common indicators that allow a uniform detection of all the needs and a greater response to the demand and to the market changes in real time.…”

Section: Results and Conclusionmentioning

confidence: 99%

Network among Institutions: The Case of TORINO Model

Campra¹,

Secinaro²,

Brescia³

2019

IJBM

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The network is a model that may be able to respond to public needs by overcoming some limitations of other approaches. In literature, a generalizable model is often absent and not applicable to more than one productive sector. The case study uses the "Torino Model" to highlight the most frequent features and measurable elements of the network through a bottom-up coding approach by ATLAS software. The case is analyzed through interviews, documents analysis and observation of the functioning of the network. Sustainability, management and the main network outcomes are the elements that the study examines the case study. The analysis responds to the gap identified in the literature concerning the application to a system composed of institutions. The essential elements linked to know-how, the exchange of training and information and therefore the growth of intangible value constitute the essential basis for the establishment of a successful network, and this is also highlighted by the case study. The case study highlights how the network between institutions reduces costs by eliminating the duplication of services offered and increasing effectiveness and efficiency through increasing other factors such as the professional ability to respond to needs by immediately putting institutions and professionals in communication. The model confirms the ability to overcome the gap related to the network between institutions and between public and private, increasing the well-being of the local system.

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“…We suggest that transnationally, professionalism is often linked more tightly to issues than to formal boundaries of professional groups (Seabrooke and Henriksen 2017). Recently scholars have noted how professionals have become more transnational and partially delinked from national professional associations (Seabrooke 2014;Carter et al 2015;Harrington 2016;Brock 2016), while also maintaining selective ties to local networks (Dezalay and Garth 2016;Block et al 2018;Spence et al 2018).…”

Section: Issue Professionalsmentioning

confidence: 99%

Issue control in transnational business governance interactions

Henriksen¹,

Seabrooke²

2019

Transnational Business Governance Interactions

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This chapter argues that two-level networks of issue professionals and organizations create the obstacles to better regulation and advancement of marginalized interests revealed by other chapters in the book. It identifies four such obstacles: gaps between policy design and implementation; competing interests within standard-setting bodies; power asymmetries in standards adoption; and professionals' desire for autonomy and issue control. It argues that these obstacles are outcomes of strategic behaviour by issue professionals who network to ensure they control governance of important issues. The chapter analyzes these interactions as a two-level network, comprised of inter-personal and inter-organizational networks. This analysis helps explain how regulatory capacities are developed and distributed, and why efforts to harness transnational business governance interactions (TBGIs) often falter.

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Professionals with borders: The relationship between mobility and transnationalism in global firms

Cited by 14 publications

References 56 publications

Practices and knowing in transnational knowledge-intensive service provision

Practices and knowing in transnational knowledge-intensive service provision

Network among Institutions: The Case of TORINO Model

Issue control in transnational business governance interactions

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