How Management Consulting Firms Influence Building and Leveraging of Clients’ Competences: Towards a conceptual framework
The focus in research upon resources, dynamic capabilities and competences has challenged firms to apply these concepts to improve their competitive position. Management consulting firms may assist clients in these efforts. However, the roles that management consulting firms fulfill in these processes can differ considerably and are under-researched. Therefore, insight in these different roles and the impact of these roles on clients’ competitive positioning in their industries is required. The purpose of this paper is to develop a conceptual framework that highlights the importance of distinguishing both roles and the implications for management consulting firms and for their clients. We illustrate the framework by elaborating on the relationship between both roles and the strategic renewal context of client firms. We conclude by pointing out the increasing importance of the competence leverage role of management consulting firms and how this development might contribute to a more hypercompetitive context for their clients.
|Keywords||Competence Building and Leveraging, Exploitation & Exploration, Knowledge Broker, Management Consulting, Strategic Renewal|
|Publisher||Erasmus Research Institute of Management (ERIM)|
Baaij, M.G., van den Bosch, F.A.J., & Volberda, H.W.. (2005). How Management Consulting Firms Influence Building and Leveraging of Clients’ Competences: Towards a conceptual framework (No. ERS-2005-079-STR). Erasmus Research Institute of Management (ERIM). Retrieved from http://hdl.handle.net/1765/7171