406:"PricewaterhouseCoopers" and "PwC" refer to the network of member firms of PricewaterhouseCoopers International Limited (PwCIL). Each member firm is a separate legal entity and does not act as agent of PwCIL or any other member firm. PwCIL does not provide any services to clients. PwCIL is not responsible or liable for the acts or omissions of any of its member firms nor can it control the exercise of their professional judgment or bind them in any way. No member firm is responsible or liable for the acts or omissions of any other member firm nor can it control the exercise of another member firm's professional judgment or bind another member firm or PwCIL in any way."
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states or countries, and to obtain new clients in their market who know of the membership. They may also want to exchange knowledge that can reduce risks in their own firm's operations, or gain access to other resources. Network members also minimize possible losses by spreading risks. Membership is a proactive way to profit from change and at the same time to conserve resources. Membership can also enhance the prestige of the member by being associated with prestigious firms that the client is already using. Networks achieve these objectives through different corporate structures in which executives have
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159:(WSG) uses a "network disclaimer". A network disclaimer states that the network members are independent firms that do not practice jointly and are not responsible for the negligence of each other. It further states that generally the network does not practice a profession or otherwise provide services to clients of the network's members. This independence is the foundation of both network operations and governance.
415:"International Cooperative ("KPMG International"), is a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm."
223:, and each network is formed for a different reason. Current and potential members are attracted to networks in which they can pursue their own individual objectives. While networks clearly do have things in common, each must be viewed in the context of its uniqueness. A successful network is one that meets the expectations of all of its members.
243:
understood purpose or purposes. A professional services network is neither a mere extension of the members nor only a support organization for independent professional services firms, but is rather an independent organization. It is also a business, and very different from professional associations such as
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The objective of a network is to create a framework which can allow the members to expand their services. Within the network they can operate to pursue their interests. These interests can include referrals, joint venturing, access to expertise, developing regional expertise, publishing articles for
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can most effectively deploy. Professional services providers must be able to reach out globally to represent their clients everywhere in the world. Networks are the practical and cost-effective method to accomplish these objectives. Members of networks have access to other members who understand the
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or brand. The network name can represent a standard that is required of all its members. The logo and brand are owned by the network, not the members. Membership can create a global corporate identity. The objective of this identity is network participation that will translate into business for the
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From a theoretical point of view, networks are an effective model of enhancing services. The members and the networks are different parts of the resource equation for providing members quality, reliable, local and global services. There is no real limit of what can be accomplished through a network
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Network organizations are defined by their purpose, structure and process. The purpose of a network is different from that of a company or professional firm in that it is limited to specific activities that will benefit its members and enhance its performance. The network's structure reflects the
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When asked why they joined, members usually state that they joined for tangible reasons: to receive referrals from other members, to have reliable firms to which they can refer, to maintain independence, to meet clients' needs, to retain existing clients by being able to provide services in other
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and accounting. Any profession that operates in one location, but has clients in multiple locations, may provide potential members for a professional network. This entry focuses on accounting, legal, multidisciplinary and specialty practice networks. According to statistics from 2010, members of
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Networks are created around common specialized assets, joint control, and a collective purpose. The specialized assets reflect the defined activities of the network. To have joint control of the assets, there needs to be collaborations among members. The collaboration necessitates a commonly
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For a company to internally develop a global and local presence would take decades and billions of dollars. For a company/firms to start a network that develops the same market penetration may take a decade and cost only millions of dollars. However, these costs are allocated among the full
33:
Table of largest professional services networks based upon the number of partners from survey conducted in 2011 of 200 legal and accounting networks from sources above. The table does not reflect the level of development of the network. Accounting networks are far more
195:. They operate for the benefit of the members by supporting their operations. The network can combine the resources of the individual members without risking the loss of their personal identities or financial independence.
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WSG's members are independent firms and are not affiliated in the joint practice of professional services. Each member exercises its own individual judgments on all client matters
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clients, branding, technical information exchange, market positioning, pro bono services, etc. The scope of these interests is defined not by the members but by the network.
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There are more than 175 known networks in law, 40 in accounting, and 20 specialty networks. Individual networks have revenues exceeding $ 20 billion.
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A network is more than a support organization or collaborative framework in which the members can meet clients' needs. It is an entity that has a common
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Networks do not practice a profession or provide the services that their members provide to their clients. Networks do not provide accounting or
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is affected by the weather halfway across the world or by demand in developing countries. Production takes place wherever the assets and
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these networks employ more than one million professionals and staff and have cumulative annual revenues that exceed $ 200 billion.
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Cyrus
Freidheim, The Trillion Dollar Corporation How the Alliance Revolution Will Transform Global Business, Perseus Books (1999)
239:, multidisciplinary and specialty networks will each be different. The process is defined by how they are governed and operated.
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membership so the cost per member is low. The cost for future members to gain direct and immediate access to these resources is
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when the network and its membership work in combination with each other. This collaboration is at the heart of the network.
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Lex Mundi members are not affiliated in the joint practice of law; each member firm is an independent law firm and renders
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Growth professional services networks based upon review of directories of law and accounting networks and associations
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85:) as well as more than 30 other accounting networks and associations. They are highly structured entities.
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247:, accounting and other associations whose membership is generally open to all qualified professionals.
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Ring, P.S. and A.H. Van de Ven (1992). "Structuring
Cooperative Relationships Between Organizations".
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65:'s requirement for public company audits. They include the well-known accounting networks like
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Networks and
Organizations, N. Nohria and R.G. Eccles, Harvard Business School Press (1993)
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Perera, H.A. Rahman and S. Cahan (2003). "Globalization and the Major
Accounting Firms".
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Networks of independent firms that offer services to companies in an organized manner
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Magazine, June 2011,
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Liberation
Management: Necessary Disorganization for the Nanosecond Nineties
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Accountancy Age – 35 Accounting
Networks and Associations June 11, 2011
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to clients through an organized framework. They are notably found in
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606:"The State of Network Organizations: A Survey of Three Frameworks"
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A major factor influencing the need for networks is the
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184:local economic, legal and political factors.
175:are no longer local but global. The price of
563:31 L & Poly in Int’l bus. 1127–29 (2000)
378:" 60 Largest Legal and Accounting Networks
92:developed in the late 1980s. They include
473:Advances in Telecommunications Management
116:, IR Global and the State Capital Group.
98:law firm based multidisciplinary networks
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123:Recognizing a network – the disclaimer
63:US Securities and Exchange Commission
428:on an individual and separate basis.
312:Big Three (management consultancies)
300:Accounting networks and associations
610:Journal of Organizational Computing
344:Accounting Networks – The Big Chill
163:Why a network rather than a company
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504:10.1111/j.1835-2561.2003.tb00217.x
219:Professional service networks are
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61:developed first to meet the
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215:The formation of a network
153:multidisciplinary networks
305:Big Four accounting firms
604:Van Alstyne, M. (1997).
467:Sheth, Jagdish (1994).
547:10.1002/smj.4250130702
394:2 October 2013 at the
285:Organizational studies
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633:Professional networks
426:professional services
367:Chambers and Partners
275:Umbrella organization
270:Professional services
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638:Legal organizations
290:Command and control
280:Business networking
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127:Every network from
81:(also known as the
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559:Silver, C.
221:sui generis
177:commodities
627:Categories
593:0394559991
522:1841120308
323:References
233:Accounting
209:de minimis
34:developed.
145:Lex Mundi
102:Lex Mundi
451:Archived
392:Archived
264:See also
149:Multilaw
71:Deloitte
479:: 3–16.
114:Meritas
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151:, and
237:legal
155:like
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137:KPMG
135:and
96:and
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