The effect of colleague quality on top performance: the case of security analysts

Using a unique panel dataset of top performing security analysts over a nine‐year period, we show that top performers do not “own” their performance, even in the knowledge‐intensive work performed in this professional business services context. While an individual's past performance does indicate future performance, the quality of colleagues in one's organization also significantly affects top performers' ability to maintain their performance. Specifically, top performers in professional business services rely on high‐quality colleagues both to improve the quality of their own work and to deliver it effectively to clients.