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

Marc Baaij (), Frans Van Den Bosch and Henk Volberda

ERIM Report Series Research in Management from 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

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.

Keywords: Competence Building and Leveraging; Exploitation & Exploration; Knowledge Broker; Management Consulting; Strategic Renewal (search for similar items in EconPapers)
JEL-codes: D21 L20 L22 M (search for similar items in EconPapers)
Date: 2005-12-19
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