Purpose - The aim of this study is to better understand service supply
chain management by analysing the professional service supply chain in
professional service firms (PSFs) and exploring how the high performance
work systems (HPWS) influence professional service supply chain
performance. In addition, this study seeks to examine the relationship
between professional service supply chain performance and the overall
organizational performance. Design/methodology/approach - Analysis of
PSF suggests a three-step of professional service supply chain as the
clients' requests, partners forming working teams or so-called team
formation and utilization, and delivering of solutions or services to
clients. Based on extensive literature review, the authors hypothesize
that HPWS have a positive impact on the professional service supply
chain performance and the team formation and utilization mediates the
link. They also hypothesize the positive link between the professional
service supply chain performance and the overall organisational firm
performance. Employing survey method, data was collected from 93
accounting firms at two time points. In May 2010 (Time 1), a survey
including questions on HPWS, team formation and utilization and
professional service supply chain performance were sent out to the
managing partners and HR directors in accounting firms based in Ireland.
Around one year later (Time 2), another survey measuring firm
performance was sent out. This data allowed the authors to establish
causal pattern in their results. Hierarchical regression analysis was
used to analyse data to test hypotheses. Findings - The results indicate
the positive link between HPWS and the professional service supply
chain performance. The team formation and utilization mediates the above
relationship. In addition, professional service supply chain
performance was found to be positively linked to the firm performance.
Research limitations/implications - The present study is limited in
terms of sample size, single industry and self-report data. Future
research also needs to examine more mediators or moderators - the
mechanisms through which HPWS work on the professional service supply
chain. Practical implications - Firms using higher level of HPWS
experience better professional service supply chain performance. Human
resource management practices that promote employees' ability,
motivation and opportunities which allow teams to be formed more
effectively to work with clients enhance organizational performance and
higher profit levels. Managers able to effectively adopt and implement
these teamwork-based HR practices and encourage and support employees'
collaboration through such practices enhance the firm's professional
service supply chain effectiveness and its organisational performance.
Social implications - The authors' study focuses on the service supply
chain management operations within the professional service firms. In
doing so, their research answers the call by Ellram et al. for more
supply chain management research with respect to the service sector. It
addresses a significant research gap identified by Rahman and Wu,
namely, "relatively little attention has been given to the service
suppliers' perspective". By linking service supply chain management and
human resource management, this study also answers a few calls for more
research on the interaction of human resource management and supply
chain management, service supply chain and human resource management in
professional service firms. Originality/value - This is one of the few
studies to analyse the professional service supply chain management and
assess the human resource management and supply chain management link.
Moreover, it is the first study which empirically establishes the link
between human resource management and professional service supply chain
performance in PSFs.