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Constructing the collaborative Working Relationships in one of the Big Four Firms

Author

Listed:
  • Budiarso

    (Institut Teknologi Bandung)

  • Utomo Sarjono Putro

    (Institut Teknologi Bandung)

  • Yos Sunitiyoso

    (Institut Teknologi Bandung)

  • Rachma Fitriati

    (University of Indonesia)

Abstract

This study aims to fill part of a knowledge gap in the collaboration process and learn the practical ways to establish it. It is done by implementing a Soft Systems Methodology-based Action Research (SSM-based AR) to improve the collaborative working relationship among the four teams in one of the Big Four firms serving one global multinational client. This study learns the following: (1) Having similar objectives such as: serving the same client and providing better services for generating more revenues keeps motivating the four teams to continue collaborating. This learning informs the practitioners that clarifying the mutuality dimension is essential before starting the collaboration process. (2) SSM is the right methodology to study the collaboration process. Its basic assumption regarding conflicting worldviews in the social world provides a foundation to acknowledge and accept the conflict of self-interest versus collective interest, the agency dimension of the collaboration process. (3) The social capital (mutuality and norms) and agency dimensions play a more significant role than the structural (governance and administration) dimension in establishing the collaboration process in a professional services network firm (PSNF). (4) The practical steps to implement the five dimensions of the collaboration process should start by understanding the mutuality dimensions. (5) Embedding the theoretical framework in the root definition of SSM guides to address the dual imperatives of SSM-based AR.

Suggested Citation

  • Budiarso & Utomo Sarjono Putro & Yos Sunitiyoso & Rachma Fitriati, 2022. "Constructing the collaborative Working Relationships in one of the Big Four Firms," Systemic Practice and Action Research, Springer, vol. 35(5), pages 679-709, October.
    • Handle: RePEc:spr:syspar:v:35:y:2022:i:5:d:10.1007_s11213-021-09588-3
    DOI: 10.1007/s11213-021-09588-3
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    References listed on IDEAS

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    1. Kevin Suryaatmaja & Dermawan Wibisono & Achmad Ghazali & Rachma Fitriati, 2020. "Uncovering the failure of Agile framework implementation using SSM-based action research," Palgrave Communications, Palgrave Macmillan, vol. 6(1), pages 1-18, December.
    2. Jackson, Mike C., 2001. "Critical systems thinking and practice," European Journal of Operational Research, Elsevier, vol. 128(2), pages 233-244, January.
    3. Mohammad Nurunnabi, 2017. "Transformation from an Oil-based Economy to a Knowledge-based Economy in Saudi Arabia: the Direction of Saudi Vision 2030," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 8(2), pages 536-564, June.
    4. David J. Teece, 2003. "Expert talent and the design of (professional services) firms," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 12(4), pages 895-916, August.
    5. Chris Huxham, 2003. "Theorizing collaboration practice," Public Management Review, Taylor & Francis Journals, vol. 5(3), pages 401-423, September.
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