565:) and consulting firms in Asia Pacific regions (emerging economy). Efficiency scores of consulting firms in America were significantly higher than consulting firms in Asia Pacific regions. This is because firms in developed economies have better infrastructure, organisation and education, thus advice given by consulting firms is used efficiently.
540:
do not always have positive effects. One reason for this is that firms in emerging economies suffer from the inferiority of their technologies and innovation capabilities, thus, although they have access to consulting firms, they cannot make the most of the advice given. Advice given by consulting
522:
In 2013, there was a randomized trial in Mexico where 432 small and medium enterprises were allowed access to management consulting services for one year. As a result of this trial, there were many positive impacts. Such positive impacts include: increase in entrepreneurial spirit, increases in
541:
firms to clients may not be used efficiently as clients firms in emerging markets tend to suffer due to a lack of infrastructure, organisation, and education. Another reason firms in emerging economies struggle to effectively use consulting services is that innovation is very costly and risky.
264:
Where internal consulting solutions (at which the client firm acts as a de-facto employer) may run into issues of scope once projects get too large, external consulting firms may be able to provide a better solution for the larger consulting deals on the
523:
employment and higher wages for employees. Even after 5 years after the trial, positive impacts are still active. These results were achieved by advertising a consulting program to 432 enterprises and recorded data on the positive effects.
293:
Some clients may decide to hand over entire assemblies of tasks to consulting firms for a period of time - this is akin to outsourcing agreements, however with the exception of a predestined due date which is atypical in
78:
and account for several hundred billion dollars in annual revenues. Between 2010 and 2015, the 10 largest consulting firms alone made 170 billion dollars growth revenue and the average annual growth rate is around 4%.
933:
168:, intended for operational management, which may be different depending on the industrial sector (technology director, plant managers, operations directors, Research and Development managers), for instance
128:
The segmentation of advisory services varies widely across organizations and countries. Categorization is unclear, in part because of the upheavals that have occurred in this industry in recent years.
908:
68:, usually trained in management or in business schools. The deliverable of a management consultant is usually recommendations for achieving a company objective, leading to a company project.
553:, consulting firms in emerging economies do also have positive impacts. Positive impacts include: increases in employment, increase in entrepreneurial spirit and higher wages for employees.
1531:"Why Big Data is becoming so Important in Supply Chain | Big Supply-Chain Analytics – Assuras – Providing Assurance & Confidence For Today's Leading Businesses"
317:
consequently acting as a source of profit for clients, consulting firms and society as proffered. The consulting business model can be seen as a result of the
64:
Management consultants, in particular, typically work with company executives and provide them with generalists and industry-specific specialists, known as
353:. While consulting services and outsourcing services are compatible, issues arise if the clients are not aware of the differences between the two. From an
1373:"Improving Business Practices and the Boundary of the Entrepreneur: A Randomized Experiment Comparing Training, Consulting, Insourcing, and Outsourcing"
212:
for the consulting firm. Clients are looking to procure or purchase external help and assistance. Consulting firms sustain their revenues from a
71:
Many consulting firms complement the recommendations with implementation support, either by the consultants or by technicians and other experts.
1530:
1428:
286:, are effectively required to offer their services in the form of consulting agreements due to a lack of industry position outside of the
807:
683:
228:
Client needs being incontinuous, or continuous but otherwise volatile in that they may vary from time to time in nature and scope,
1273:
1087:
637:
361:, as consulting services are meant to be a complementary service to the client firm, whereas outsourcing effectively aims to
131:
One approach is to separate services into five broad service delivery families, considering the managers they are targeting:
1255:
501:
1592:"Evaluating the Service Operating Efficiency and Its Determinants in Global Consulting Firms: A Metafrontier Analysis"
373:
There are different types of consulting firms serving different sectors. They mainly fall under the following fields:
953:
622:
415:
216:
point of view as a method for distributing labour, where certain positions, roles or fields of expertise within the
17:
53:. Consulting firms may have one employee or thousands; they may consult in a broad range of domains, for example,
770:"The Best and the Brightest: The Construction, Significance and Effects of Elite Identities in Consulting Firms"
1475:"The Impact of Consulting Services on Small and Medium Enterprises: Evidence from a Randomized Trial in Mexico"
561:
One study shows that there is a significant difference between efficiency between consulting firms in
America (
349:
their services with the client. Many consulting firms offer several service packages as part of their business
1073:
978:"External auditors' reliance on internal audit: the impact of sourcing arrangements and consulting activities"
1301:
652:
1153:
1038:
977:
268:
Risk and compliance audits may be suitable for a consulting contract as a means of safeguarding neutrality,
245:
labour or other qualified labour for tasks not making up the core task assembly of the client organization,
1109:
1079:
1552:
1033:
743:
362:
1629:
410:
188:
146:
Services related to marketing, communication, sales and public relations, which are addressed to the
607:. These firms often offer solutions to smaller businesses rather than the big consulting companies.
1634:
486:
458:
310:
173:
932:
Poulfelt, Flemming; Olson, Thomas H.; Poulfelt, Flemming; Bhambri, Arvind; Greiner, Larry (2017).
1639:
1290:
720:
396:
272:
169:
158:
147:
140:
93:
1104:
769:
715:
463:
346:
180:
58:
833:
357:
standpoint, it is important that clients are aware of what type or types of services they are
345:
services as well. Similarly, outsourcing firms may offer consulting services as a way to help
208:
for an intended result, or relative to an intended result or output, in order to charge for a
88:, the industry’s most important firms are the "Great eight" consulting firms which consist of
1209:
647:
435:
425:
249:
165:
97:
75:
65:
54:
39:
1474:
1372:
1257:
Digital
Transformation of the Consulting Industry: Extending the Traditional Delivery Model
573:
Many consulting firms provide services across a range of industries. Notable firms include
482:
405:
386:
302:
154:
8:
350:
283:
1148:
1105:"Editorial: Consulting, Research, and Consulting Research, Volume 23, Issue 2, May 2004"
1512:
1402:
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1323:
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1204:
1178:
1170:
1007:
789:
642:
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537:
330:
322:
298:
257:
235:
1572:
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627:
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318:
205:
136:
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1392:
1384:
1343:
1335:
1261:
1226:
1218:
1162:
1122:
1047:
997:
989:
941:
909:"Caveat Compliance: Can Firms Rely on Advice Received from Compliance Consultants?"
845:
781:
453:
213:
105:
1051:
1568:
1291:"Corporate Consulting for Customer Solutions: Bridging Diverging Business Logics"
420:
354:
287:
279:
252:, intangible capital or other types of goodwill belonging to the consulting firm.
849:
662:
430:
201:
1265:
1623:
1576:
1508:
871:
785:
695:
217:
209:
184:
84:
945:
325:. Today it is not rare for consulting firms to offer what may be considered
1357:
1240:
1126:
887:
506:
377:
365:
parts of the client firm that are imperative to their operational ability.
224:
work, as contrasted to in-house employment, for a few conceivable reasons:
256:
Aside from the economic arguments stated above, consulting also acts as a
1553:"Innovation in Emerging Markets: The Role of Management Consulting Firms"
1499:
491:
445:
391:
381:
358:
342:
341:
It is common practice for consulting firms to be involved in the sale of
50:
1608:
1591:
1174:
1397:
1002:
748:
The Advice
Business: Essential Tools and Models for Managing Consulting
617:
595:
There is also a myriad of other smaller and more niche firms including
467:
582:
1166:
496:
477:
449:
301:
service model as could be seen in for example contract formations of
242:
117:
556:
1490:
1388:
834:"Similarities and Differences of Internal and External Consultants"
657:
526:
221:
101:
42:
187:) intended for information management, which are addressed to the
1149:"Knowledge Management and Competition in the Consulting Industry"
1118:
326:
1322:
Butterill, Dale; Goering, Paula; Jacobson, Nora (16 June 2005).
1551:
Back, Yujin; Praveen
Parboteeah, K.; Nam, Dae-il (2014-12-01).
472:
271:
Consulting comprises the natural service model for large-scale
231:
A potential scarcity of skilled labour available on the market,
1590:
Park, Gowangwoo; Lee, Seok-Kee; Choi, Kanghwa (January 2021).
1473:
Bruhn, Miriam; Karlan, Dean; Schoar, Antoinette (April 2018).
1032:
Momparler, Alexander; Carmona, Pedro; Lassala, Carlos (2015).
401:
306:
157:, taxation, accounting, compliance with regulations, for the
1458:
931:
333:
is also a prevalent sales argument for consulting services.
590:
109:
600:
596:
586:
1550:
441:
Some consulting firms also serve niche sectors, such as:
200:
A consulting firm's model of business may be compared to
113:
46:
1321:
1203:
Jacobson, Nora; Butterill, Dale; Goering, Paula (2005).
1202:
604:
1031:
578:
574:
1371:
Anderson, Stephen J.; McKenzie, David (January 2022).
684:"Have McKinsey and its consulting rivals got too big?"
536:
The impact of consulting firms on local businesses in
550:
204:, wherein the objective is to lower labour costs for
45:
that provides expertise and specialised labour for a
1075:
The
Economics and Sociology of Management Consulting
1034:"Quality of consulting services and consulting fees"
512:
248:Looking to get a hold of or utilize of third party
1472:
1324:"Consulting as a Strategy for Knowledge Transfer"
1205:"Consulting as a Strategy for Knowledge Transfer"
767:
557:Impact of consulting firms in developed economies
27:Firm of experts providing professional assistance
1621:
1370:
527:Impact of consulting firms in emerging economies
568:
940:. Taylor & Francis Group. pp. 5–36.
975:
1589:
1426:
1429:"Outsourcing: Death Knell for Consulting?"
1071:
768:Alvesson, Mats; Robertson, Maxine (2006).
1607:
1498:
1396:
1347:
1230:
1001:
934:"The Changing Global Consulting Industry"
872:"Should you have an internal consultant?"
938:Management Consulting Today and Tomorrow
1146:
741:
14:
1622:
1253:
1102:
869:
831:
808:"Strategy and Organization Consulting"
716:"Consulting on the Cusp of Disruption"
638:Knowledge intensive business services
234:The possibility of offering a higher
195:
1288:
988:(2). Wiley Online Library: 371–387.
976:Munro, Lois; Stewart, Jenny (2009).
813:. Center for Effective Organizations
74:Consulting services are part of the
1557:Journal of International Management
544:
531:
24:
744:"The Anatomy of a Consulting Firm"
25:
1651:
1260:. Progress in IS. Springer Cham.
838:Academy of Management Proceedings
623:Information technology consulting
1427:Czerniawska, Fiona (June 2006).
1340:10.1111/j.1468-0009.2005.00348.x
1223:10.1111/j.1468-0009.2005.00348.x
994:10.1111/j.1467-629X.2009.00322.x
513:Successful consulting firm cases
278:Certain service models, such as
153:Services related to management,
1583:
1544:
1523:
1466:
1451:
1420:
1364:
1315:
1282:
1247:
1196:
1140:
1096:
1065:
1025:
969:
275:projects in client enterprises,
925:
901:
863:
825:
800:
761:
735:
708:
676:
336:
13:
1:
1302:Stockholm School of Economics
1103:Shogun, Steve M. (May 2004).
1052:10.1016/j.jbusres.2015.01.033
844:. Academy of Management: 17.
780:(2). SAGE Journals: 195–224.
669:
653:Professional services network
387:Financial accounting services
297:Consulting is also used as a
139:, which are addressed to the
1569:10.1016/j.intman.2014.07.001
1479:Journal of Political Economy
1377:Journal of Political Economy
1154:California Management Review
1039:Journal of Business Research
569:Examples of consulting firms
7:
1072:Armbrüster, Thomas (2006).
610:
123:
10:
1656:
1080:Cambridge University Press
882:(6). Europe PMC: 110–120.
850:10.5465/ambpp.1974.4980555
742:Maister, David H. (2004).
220:find it more suitable for
137:company's overall strategy
1266:10.1007/978-3-319-70491-3
517:
321:, and as a subset of the
1463:Monday, 25 November 2019
1459:"Business plan examples"
1433:Consulting to Management
1147:Sarvary, Miklos (1999).
982:Accounting & Finance
786:10.1177/1350508406061674
459:environmental consulting
368:
164:Services related to the
135:Services related to the
1254:Nissen, Volker (2018).
946:10.4324/9781315648293-2
876:Harvard Business Review
721:Harvard Business Review
397:Safety in the workplace
1127:10.1287/mksc.1040.0078
870:Kelley, R. E. (1979).
483:consulting in politics
416:Information technology
329:solutions to clients.
181:information technology
66:subject-matter experts
1328:The Milbank Quarterly
1210:The Milbank Quarterly
648:Management consulting
436:Regulatory compliance
250:intellectual property
76:professional services
49:, through the use of
832:Swartz, Don (1974).
605:Westcliffe Strategic
406:hospitality industry
166:company's operations
155:financial management
40:professional service
1609:10.3390/su131810352
507:raw material supply
284:economic consulting
236:work level activity
179:Service related to
1289:Sandberg, Robert.
643:Knowledge transfer
633:Knowledge industry
538:emerging economies
331:Knowledge transfer
323:knowledge industry
280:financial auditing
258:corporate services
241:The necessity for
196:Models of business
1275:978-3-319-70491-3
1110:Marketing Science
1089:978-0-521-85715-4
1078:. Cambridge, UK:
628:Knowledge economy
563:developed economy
319:knowledge economy
16:(Redirected from
1647:
1630:Consulting firms
1614:
1613:
1611:
1587:
1581:
1580:
1548:
1542:
1541:
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1502:
1470:
1464:
1462:
1455:
1449:
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1200:
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1167:10.2307/41165988
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1138:
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1100:
1094:
1093:
1069:
1063:
1062:
1060:
1058:
1046:(7): 1458–1462.
1029:
1023:
1022:
1020:
1018:
1005:
973:
967:
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929:
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739:
733:
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712:
706:
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703:
702:
680:
545:Positive impacts
532:Negative impacts
454:public relations
21:
18:Consultancy firm
1655:
1654:
1650:
1649:
1648:
1646:
1645:
1644:
1635:Knowledge firms
1620:
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613:
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559:
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534:
529:
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411:Human resources
371:
339:
309:consulting and
288:tertiary sector
214:labour economic
198:
126:
32:consulting firm
28:
23:
22:
15:
12:
11:
5:
1653:
1643:
1642:
1640:Legal entities
1637:
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1616:
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1596:Sustainability
1582:
1563:(4): 390–405.
1543:
1522:
1491:10.1086/696154
1485:(2): 635–687.
1465:
1450:
1419:
1389:10.1086/717044
1383:(1): 157–209.
1363:
1334:(2): 299–321.
1314:
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1274:
1246:
1217:(2): 299–321.
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663:Temporary work
660:
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502:small business
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1602:(18): 10352.
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1161:(2): 95–107.
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955:9781315648293
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218:labour market
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185:IT consulting
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85:The Economist
82:According to
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61:, and so on.
60:
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