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What motivates management consulting...

Jackson, Katie G.

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What motivates management consulting leaders to collaborate with competitors?

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	What motivates management consulting leaders to collaborate with competitors?/
作者:	Jackson, Katie G.
面頁冊數:	80 p.
附註:	Source: Masters Abstracts International, Volume: 53-04.
Contained By:	Masters Abstracts International53-04(E).
標題:	Sociology, Organizational. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=1562883
ISBN:	9781321107494

What motivates management consulting leaders to collaborate with competitors?
Jackson, Katie G.

What motivates management consulting leaders to collaborate with competitors? - 80 p.

Source: Masters Abstracts International, Volume: 53-04.

Thesis (M.S.)--Pepperdine University, 2014.

This item must not be sold to any third party vendors.

The multi-vendor consulting model is a transorganizational development topic that has gained importance as more organizations strategically source professional services, such as management consulting. Multi-vendor consulting models often require competitors to collaborate on service delivery, fostering coopetitive relationships. This research study acknowledged the paradoxical nature of coopetition and aimed to understand more fully the frequency of coopetition in the management consulting industry, the perceived benefits and risks of coopetition, and the key factors that motivate management consulting leaders to collaborate with their competitors on client engagements. The study revealed that there is a deeper level of motivation for management consulting leaders who chose to collaborate with competitors: the fear of missing out on current and future opportunities and the desire to develop stronger relationships in both their vertical and horizontal networks.

ISBN: 9781321107494Subjects--Topical Terms:

1018023
Sociology, Organizational.

What motivates management consulting leaders to collaborate with competitors?
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500 $a Advisers: Dale Ainsworth; Miriam Lacey.
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520 $a The multi-vendor consulting model is a transorganizational development topic that has gained importance as more organizations strategically source professional services, such as management consulting. Multi-vendor consulting models often require competitors to collaborate on service delivery, fostering coopetitive relationships. This research study acknowledged the paradoxical nature of coopetition and aimed to understand more fully the frequency of coopetition in the management consulting industry, the perceived benefits and risks of coopetition, and the key factors that motivate management consulting leaders to collaborate with their competitors on client engagements. The study revealed that there is a deeper level of motivation for management consulting leaders who chose to collaborate with competitors: the fear of missing out on current and future opportunities and the desire to develop stronger relationships in both their vertical and horizontal networks.
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