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Capability building from management consulting projects: evidence from case studies

Carli, Giacomo; Tagliaventi, Maria Rita and Grandi, Alessandro (2014). Capability building from management consulting projects: evidence from case studies. In: Academy of Management Proceedings, Academy of Management, New York, article no. 17501.

DOI (Digital Object Identifier) Link: https://doi.org/10.5465/AMBPP.2014.17501abstract
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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.

Item Type: Conference or Workshop Item
Copyright Holders: 2014 Academy of Management
ISSN: 2151-6561
Keywords: capabilities; management consulting; organizational learning
Academic Unit/School: Faculty of Business and Law (FBL) > Business > Department for Strategy and Marketing
Faculty of Business and Law (FBL) > Business
Faculty of Business and Law (FBL)
Item ID: 48331
Depositing User: Giacomo Carli
Date Deposited: 15 Feb 2017 13:33
Last Modified: 07 Dec 2018 10:47
URI: http://oro.open.ac.uk/id/eprint/48331
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