Dissertation/Thesis Abstract

What motivates management consulting leaders to collaborate with competitors?
by Jackson, Katie G., M.S., Pepperdine University, 2014, 80; 1562883
Abstract (Summary)

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.

Indexing (document details)
Advisor: Ainsworth, Dale, Lacey, Miriam
Commitee:
School: Pepperdine University
Department: Organizational Development
School Location: United States -- California
Source: MAI 53/04M(E), Masters Abstracts International
Source Type: DISSERTATION
Subjects: Behavioral psychology, Educational leadership, Management, Occupational psychology, Organizational behavior
Keywords: Collaboration, Consulting, Coopetition, Interorganizational, Organization development, Transorganizational
Publication Number: 1562883
ISBN: 978-1-321-10749-4
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