| Author Info |
| Abstract |
thereby create, transfer and develop managerial knowledge have an important role for the client firms and
the society. The international management consulting associations have formulated Codes of Conduct
and Codes of Ethics that aim to regulate and provide guidelines for the management consulting firms’
activities. This paper investigates whether there is a fit between the Codes and (a) the current modes of
management consulting, and (b) the needs of the consulting firms to learn and develop continually their
knowledge base and competencies. The analysis indicates that the majority of the Codes tend to support
one-directional, i.e., ‘directive’, ‘content-based’, and ‘transplantation-based’ type of consulting. In the
cases where the Codes recommend interaction, they could emphasize two-directionality and mutual
interaction between the consultant and the client more clearly and explicitly, in the spirit of ‘non-directive’,
‘process-based’, and ‘translation-based’ consulting models. As to the development of the
consulting firms’ knowledge and competencies, the analysis reveals that the Codes emphasize necessary
qualifications and the quality of advice. With two exceptions the Codes do not directly and explicitly
indicate the dynamic aspect, i.e., that the consulting firms should develop their skills and knowledge
continually. Also, there is variation concerning the methods to develop competencies. Therefore, there are several unutilized opportunities to develop the Codes to meet better the needs of the knowledge
society.
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