MANAGEMENT CONSULTANCY

Management Consultancy

Management Consultancy

Introduction

Facing highly competitive markets, where the role and accessibility of information and services contributes to increasing the competitive advantage of firms, consulting services can provide the interface between the organizations, the local environment, its market and its suppliers. They represent an infrastructure "smart" for these companies, which are becoming increasingly important in the competition. Management consulting is a service that specializes in analyzing and solving management problems in a business or organization. The work of the consultant in a management point of departure for the conditions considered unsatisfactory and in need of improvement, the work ends ideally in conditions where a change was made, that change must be seen as an improvement (LANCASTER, 2005, p.145-157).

Goals and Aim

The goal and aim of management consultancy is to have firm roots in the community, engaged with its customers and partners in developing their businesses and organizations. It achieves its mission through the expertise of its employees who constantly invest in improving their technical skills and management. It guarantees its customers optimize their business processes, improving their competitiveness and added value.

Important issues in management consultancy

Tacit and codified forms of knowledge constitute critical strategic resources for organizations and workers in the knowledge economy. Because of the strategic importance of managing these critical resources and the interrelationship between organizations and their departments, the creation and appropriation of value from these forms of knowledge has become a focus of both the resource and knowledge based views of the firm (LANCASTER, 2005, p.145-157). Managing this relationship, however, is complicated by ambiguities about the ownership of the knowledge and capital used in creating and capturing value, which generates tensions over the ownership and exchange of knowledge.

The importance of management consultancy on creating and appropriating value from knowledge has expanded since the 1990s. It begins by examining the importance of knowledge to organizations before exploring some of the ownership tensions identified among consultancies and their staff that stem from reported ambiguities over the relative contribution of individual and organizational knowledge to the value creation process (STURDY, 2009, p. 29-41). The analysis then moves on to explore how these tensions and ambiguities influence the value capture process, with a focus on how they shape consultants' behaviour and intentions with regard to the appropriation of value.

The important issue in management consultants is that they perceive the ownership of the knowledge used in the production of services to be characterized by ...