5 Discussie
5.4 Aanbevelingen toekomstig onderzoek
Uit de resultaten is gebleken dat soft controls zowel van grote invloed zijn op professionele dienstverlenende organisaties die een autonome werkwijze hebben als organisaties die in teamverband opereren op hun bereidheid om aan kennisdeling te doen. Zoals beschreven in het theoretische gedeelte van dit onderzoek bestaan soft controls uit zowel culturele als persoonlijke controls. In verder onderzoek zou het construct soft controls gescheiden kunnen worden in de constructen culturele controls en persoonlijke controls, om deze los van elkaar te analyseren. Zo kan nagegaan worden welke van de twee controls een grotere invloed heeft op de relatie tussen autonomie en kennisdeling.
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Daarnaast is een aanbeveling voor toekomstig onderzoek om na te gaan wat het effect van sociale overwegingen is op de bereidheid tot kennisdeling onder professionals. Aangezien soft controls van grote invloed zijn op de bereidheid tot kennisdeling is interessant om na te gaan wat het effect is van sociale overwegingen op deze relatie. Deze sociale overwegingen dan te bezien in een non-competitieve, matige competitieve en zeer comparatieve omgeving waarin prestaties beoordeeld worden op basis van behaalde resultaten.
De toernooi theorie en de werking daarvan op de bereidheid tot kennisdeling is in dit survey onderzoek niet aangetoond. De steekproef grootte en samenstelling van dit survey onderzoek is mogelijk ontoereikend om te kunnen concluderen dat de toernooi theorie niet zijn werking heeft op de bereidheid tot kennisdeling. De toernooi theorie gaat dus mogelijk niet altijd op verder onderzoek is nodig om onder verschillende condities te testen of dit resultaat in een andere setting ook zo zou zijn. Een aanbeveling voor een vervolgonderzoek is om een survey uit te zetten bij respondenten die werkzaam zijn bij organisaties met een competitieve werkomgeving, bijvoorbeeld bij een beurshandelaar, banken of een makelaardij. Ook kan er bij het uitzetten van de survey gekozen worden voor respondenten die beroepen beoefenen waar het gangbaarder is om op basis van provisie en bonussen te belonen.
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Appendix A: Vragenlijst
Kennisdeling
Q22 People in our practice share their special knowledge and expertise with one another 1 2 3 4 5 6 7 Q23 If someone in our practice has some special knowledge about how to perform the practice task, he or she is NOT likely
to tell the other member about it
1 2 3 4 5 6 7 Q24 There is virtually NO exchange of information, knowledge, or sharing of skills among practice members 1 2 3 4 5 6 7 Q25 More knowledgeable practice members freely provide other members with hard-to-find knowledge or specialized skills 1 2 3 4 5 6 7
Autonomie
Q66 This practice has complete discretion over development of new services or markets 1 2 3 4 5 6 7 Q67 This practice has complete discretion over hiring and firing practice members 1 2 3 4 5 6 7 Q68 This practice has complete discretion when it comes to deciding on large investments 1 2 3 4 5 6 7 Q70 We are able to set our own pricing without interference from the corporation 1 2 3 4 5 6 7
Persoonlijke controls
Q49 Practice members’ performance is formally evaluated after each finished project or engagement 1 2 3 4 5 6 7
Q50 Appraisal procedures are written down in detail 1 2 3 4 5 6 7
Q51 The human resource department is formally involved in staff evaluations and promotion decisions 1 2 3 4 5 6 7
Q52 Practice members adhere to formal templates in their service activities 1 2 3 4 5 6 7
Q53 Practice members are mainly evaluated on their utilization rate 1 2 3 4 5 6 7
Q54 Practice members are mainly evaluated on their contribution to service success, regardless of following formal procedures 1 2 3 4 5 6 7 Q55 Practice members’ contribution to service success can be measured objectively 1 2 3 4 5 6 7 Q56 Practice members receive substantial training before assuming project responsibility 1 2 3 4 5 6 7 Q57 We have gone through great lengths to establish the best staffing procedures 1 2 3 4 5 6 7
Q58 We have a strong commitment to training and developing our professionals 1 2 3 4 5 6 7
Q59 The next set of questions asks about how your practice members work together 1 2 3 4 5 6 7 Q60 We pay considerable attention to developing an informal atmosphere in our practice 1 2 3 4 5 6 7 Q61 If an engagement would look like it would not meet client expectations, we readily remove staff members 1 2 3 4 5 6 7
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Appendix B: Indeling organisatie naar branches
Practice
Accounting 1
Actuarial services 2 1=Accountancy
Advertising 3 2=Consultancy Architecture 3 3=Overig Biotechnology 3 Consulting Engineering 2 Consulting IT 2 Consulting HR 2 Consulting Management/Strategic 2 Consulting Technology 2 Engineering 3 Fashion design 3 Financial advising 2 Graphic design 3 Insurance brokerage 3 Investment banking 3
Investment management (hedge funds, VC, mutual
funds) 3
Law 3
Marketing/public relations 3
Media production (film, TV, music) 3
Medicine/Physician practices 3 Pharmaceutical 3 Project management 3 Real estate 3 Recruiting - executive 3 Research/R&D 3
Risk management services 3
Software development 3
Talent management/agency 3