Exploring the knowledge-based advantages of the technical consulting firm: Swift transition and knowledge cycling
(English)Manuscript (preprint) (Other academic)
There are currently major changes underway concerning the organization of human resources in engineering-intensive industries. These changes entail, inter alia, the externalization of the workforce, novel employment contracts, and increasing use of consultants to respond to fluctuating market demands and higher task uncertainties. This opens up for a number of opportunities for researchers interested in investigating the role of the firm, the boundaries of the firm, and the capabilities of the firm. In this article, we investigate the nature and capabilities of one actor in this emerging market for human resources – the technical consulting firm. Based on an in-depth single-case study, spanning multiple organizational levels including interviews with top managers, middle managers, consultant managers and individual consultants, of one of Scandinavia’s leading technical consulting firms this article identifies two primary capabilities: swift transition and knowledge cycling. This article demonstrates that these two capabilities are formed through the interaction between the firm and the individual level. Furthermore, it argues that the interplay between the respective capabilities creates the foundation for the successful organization of engineering knowledge.
Professional service firm, technical consulting firm, mobility, capabilities, swift transition, knowledge cycling
IdentifiersURN: urn:nbn:se:liu:diva-118494OAI: oai:DiVA.org:liu-118494DiVA: diva2:814959