After consulting projects, managers may develop new capabilities thanks to the exposition to consultants’ knowledge. Nevertheless, this process is influenced by environmental conditions and can lead to different outcomes depending on the perception that internal managers have about the role of consultants. This paper presents four relevant case studies in which companies operating in different industries internalize knowledge from management consultants and develop new capabilities. The study identifies patterns of evolution of capabilities that change according to environmental contingencies and the role of consultants. Surprisingly, innovation and replication capabilities develops when consultants had a legitimation role, while if they are seen as innovators, companies are not able to perform replication.
Capability building from management consulting projects: evidence from case studies
CARLI, GIACOMO;TAGLIAVENTI, MARIA RITA;GRANDI, ALESSANDRO
2014
Abstract
After consulting projects, managers may develop new capabilities thanks to the exposition to consultants’ knowledge. Nevertheless, this process is influenced by environmental conditions and can lead to different outcomes depending on the perception that internal managers have about the role of consultants. This paper presents four relevant case studies in which companies operating in different industries internalize knowledge from management consultants and develop new capabilities. The study identifies patterns of evolution of capabilities that change according to environmental contingencies and the role of consultants. Surprisingly, innovation and replication capabilities develops when consultants had a legitimation role, while if they are seen as innovators, companies are not able to perform replication.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
