Professional Service Firms as LO: A Case of an Indian Rural Management Consultancy Firm

Abstract

This case study aims at unravelling the characteristics and the challenges faced by a small professional service firm (PSF) in becoming a learning organization (LO). For case study, both qualitative and quantitative data were collected independently and simultaneously. The Watkins and Marsick (1996) framework of LO was followed in conjunction with the interviews and observations to achieve the study objective. Overall, the status of learning orientation in the consultancy firm is fairly high. The findings reflect that an organization is in a process of expansion and with changing times, there is a need for change in some important areas. Unique Indian cultural aspects are found to be significant in enhancing learning orientation in the studied PSF. Nurturant task (NT) of leadership and a familial culture have been instrumental in creating tacit knowledge in the organization. Study on LO in small PSFs is an under-researched domain. Empirical material offers insights into learning orientation in Indian firms, with a focus on the unique Indian culture.