Abstract
I start this chapter by analyzing the factors that distinguish international consulting from domestic consulting. Stylized facts for international consulting are also discussed. Next, a theoretical model is presented that predicts the choice between greenfields, takeovers and exports from the home country when consulting firms (CFs) enter a foreign market. Special attention is paid to differences in foreign operations between the consulting service and manufacturing sectors. Finally, the choice of entry mode is studied empirically for CFs originating in Sweden and Denmark. This chapter examines international consulting in general, irrespective of whether it operates in developed or emerging markets; the triangular relationship between CFs, clients and development agencies in emerging markets is examined in Chapter 4.
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© 2000 Springer Science+Business Media New York
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Svensson, R. (2000). International Consulting. In: Success Strategies and Knowledge Transfer in Cross-Border Consulting Operations. Economics of Science, Technology and Innovation, vol 19. Springer, Boston, MA. https://doi.org/10.1007/978-1-4615-4385-5_3
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DOI: https://doi.org/10.1007/978-1-4615-4385-5_3
Publisher Name: Springer, Boston, MA
Print ISBN: 978-1-4613-6972-1
Online ISBN: 978-1-4615-4385-5
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