这是一项研究报告的最新发现,发表在本期《行业和组织》(Journal of Professions and Organization) 杂志上。其执笔人之一是宾夕法尼亚州立大学(Penn State)史密尔商学院(Smeal College of Business)管理学和社会学教授佛利斯特o布里斯科。报告指出,鼓励女性初级合伙人培养更多的客户,可以增强高级合伙人层级的多样性,同时还能够为公司带来更多的收入。
The researchers analyzed detailed data from inside a major corporate law firm from 1993 to 2007. They found that both the inheritance and the rainmaking paths to senior partnership are risky. Hoping to inherit clients from a higher-up usually takes years of work on those accounts, with no guarantee of a payoff if the senior partner then decides to pass the baton to someone else.
研究人员详细分析了一家大型律师事务所1993年至2007年的内部数据。他们发现,在通往高级合伙人的道路上,继承客户资源和培养新客户都是险招。要想从一位上司手中继承客户资源,往往需要花费数年来经营这些客户,而且不一定能够获得回报,因为这位高级合伙人可能会将接力棒传递给别人。
Rainmaking is even riskier, the study says, in part because it takes just as much time and effort but isn't billable unless and until a new client signs on. So a junior partner who invests in building and cultivating a strong outside network "will risk appearing less productive and profitable" in the short run.
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