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How Management Consulting Firms Influence Building and Leveraging of Clients’ Competences: Towards a conceptual framework

Author

Listed:
  • Baaij, M.G.
  • van den Bosch, F.A.J.
  • Volberda, H.W.

Abstract

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.

Suggested Citation

  • 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," ERIM Report Series Research in Management ERS-2005-079-STR, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
  • Handle: RePEc:ems:eureri:7171
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    File URL: https://repub.eur.nl/pub/7171/ERS%202005%20079%20STR.pdf
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    References listed on IDEAS

    as
    1. van den Bosch, F.A.J. & van Wijk, R.A.J.L. & Volberda, H.W., 2003. "Absorptive Capacity: Antecedents, Models and Outcomes," ERIM Report Series Research in Management ERS-2003-035-STR, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    2. van Wijk, R.A.J.L. & van den Bosch, F.A.J., 2000. "Creating the N-Form Corporation as a Managerial Competence," ERIM Report Series Research in Management ERS-2000-24-STR, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    3. Jan W. Rivkin, 2000. "Imitation of Complex Strategies," Management Science, INFORMS, vol. 46(6), pages 824-844, June.
    4. Jansen, J.J.P. & van den Bosch, F.A.J. & Volberda, H.W., 2005. "Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents matter?," ERIM Report Series Research in Management ERS-2005-025-STR, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    5. Henk W. Volberda & Arie Y. Lewin, 2003. "Co-evolutionary Dynamics Within and Between Firms: From Evolution to Co-evolution," Journal of Management Studies, Wiley Blackwell, vol. 40(8), pages 2111-2136, December.
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    More about this item

    Keywords

    Competence Building and Leveraging; Exploitation & Exploration; Knowledge Broker; Management Consulting; Strategic Renewal;

    JEL classification:

    • D21 - Microeconomics - - Production and Organizations - - - Firm Behavior: Theory
    • L20 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - General
    • L22 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Organization and Market Structure
    • M - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics

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