Success Strategies and Knowledge Transfer in Cross-Border Consulting Operations
Published on 3. October 2012
Book
Paperback/Softback
XV, 204 pages
978-1-4613-6972-1 (ISBN)
Description
Success Strategies and Knowledge Transfer in Cross-Border
Consulting Operations
analyzes the international operations of consulting firms. Apart from developing a theoretical framework which differs from traditional theories about international trade, the main issues analyzed in this book are: 1) Success determinants when tendering for international consulting contracts; 2) The choice between exports, acquisition of a local firm or establishing a greenfield office when entering foreign markets; 3) The extent and nature of knowledge transfer to emerging markets; 4) The role of development agencies in international consulting projects; 5) The trend towards, and consequences of, more management services included in international projects; 6) The effects on competition when state-owned consulting firms are allowed to operate in the international market. The empirical analysis of these issues is based on a unique database of individual tender documents which Swedish consulting firms have submitted abroad.
More details
Series
Edition
Softcover reprint of the original 1st ed. 2000
Language
English
Place of publication
New York
United States
Target group
Professional and scholarly
Research
Illustrations
XV, 204 p.
Dimensions
Height: 235 mm
Width: 155 mm
Thickness: 13 mm
Weight
347 gr
ISBN-13
978-1-4613-6972-1 (9781461369721)
DOI
10.1007/978-1-4615-4385-5
Schweitzer Classification
Other editions
Additional editions
E-Book
12/2012
Springer
€96.29
Available for download
Book
02/2000
Kluwer Academic Publishers
€106.99
Shipment within 15-20 days
Content
1 Introduction.- 1.1 The Consulting Sector Deserves more Attention.- 1.2 The First Book about International Consulting Operations.- 1.3 Unique Data on Tender Documents.- 1.4 The Role of Consulting Firms and their Services.- 1.5 Outline of the Book.- 2 Theoretical Framework.- 2.1 The Nature of Consulting Services: Long-Term Relationships.- 2.2 The Nature of Consulting Firms.- 2.3 The Market Structure: Scope Economies.- 2.4 The Customers: The Clients.- 3 International Consulting.- 3.1 International versus Domestic Consulting.- 3.2 The Demand Shock Theory.- 3.3 The Entry Mode Choice by Nordic Consulting Firms.- 3.4 Summary.- 4 Development Agencies, Clients and Consulting Firms.- 4.1 The Role of Development Agencies.- 4.2 Bilateral versus Multilateral Development Agencies.- 4.3 Procurement Rules.- 4.4 Summary.- 5 Knowledge Transfer.- 5.1 Knowledge Transfer in the Consulting Sectors.- 5.2 Organization Mode and Development Level.- 5.3 Transfer through Training and Cooperation.- 5.4 Summary.- 6 Success Factors when Tendering.- 6.1 Alternative Tender Systems.- 6.2 Competition Step 1: Prequalification and Invitation.- 6.3 Competition Step 2: Tender Document and Final Selection.- 6.4 Negotiated Contracts.- 6.5 Summary.- 7 Management Services and State-Owned Consulting Firms.- 7.1 Engineering versus Management Services.- 7.2 Consequences of the Trend toward Management Services.- 7.3 Privately Owned versus State-Owned Consulting Firms.- 7.4 Predation by Putting Rivals at a Cost Disadvantage.- 7.5 Consequences of the Exclusive Dealing Contract.- 7.6 Summary.- 8 Success Strategies and Competitiveness in the Global Market.- 8.1 Focus on Specific Host Countries.- 8.2 The Modern Consulting Firm.- 8.3 Typical Mistakes.- 8.4 Cooperation with Contractors.- 8.5 Government Assistance and Subsidies.- 8.6 Swedish Consulting Firms and Multilateral Development Agencies.- 8.7 Summary.- 9 Conclusions.- Append.- A Swedish and Nordic Consulting Exports.- A.1 Databases and Sample Selection.- A.2 History of Swedish Consulting Firms.- A.3 Basic Statistics on Firms.- A.4 Statistics on Sectors and Regions.- A.5 Statistics on Tender Documents.- B Questionnaires.- B.1 Questionnaire on Firms.- B.2 Questionnaire on Proposals.- References.- Abbreviations.