Abstract
The paper explores how a Scandinavian management consulting firm entered the Indian market and how this process of international expansion set in motion a significant change in organisational identity. The purpose of the article is to explore and reflect on how a medium-sized consulting firm managed its transition to the new context of India and the resulting implications for practising consulting in a new environment. In this case, the
experience in India changed the firm and challenged preconceptions about
the process of globalisation being a one-way export of Western products,
knowledge and ideas. A different firm emerged from the experience: one that is
not only more international but which is also now becoming more clearly
differentiated in the Scandinavian market. The phenomenon observed is termed
‘reverse consulting’ and is emerging as a new driver in the internationalisation
of professional services firms.
experience in India changed the firm and challenged preconceptions about
the process of globalisation being a one-way export of Western products,
knowledge and ideas. A different firm emerged from the experience: one that is
not only more international but which is also now becoming more clearly
differentiated in the Scandinavian market. The phenomenon observed is termed
‘reverse consulting’ and is emerging as a new driver in the internationalisation
of professional services firms.
| Originalsprog | Engelsk |
|---|---|
| Tidsskrift | European Journal of International Management |
| Vol/bind | 8 |
| Udgave nummer | 4 |
| Sider (fra-til) | 373-391 |
| ISSN | 1751-6757 |
| DOI | |
| Status | Udgivet - 2014 |
Emneord
- Management consulting firm
- Internationalisation
- International management
- Entry strategy
- Professional service firm
- Reverse consulting
- Organisational identity
- Integration process