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|title: ||Global consultancies: determinants of market entry and strategies for conquering clients in foreign locations|
|authors: ||Varum, C. A.|
|issue date: ||2000|
|abstract: ||Reports in the general and specialist press as well as several official estimates (e.g.
UNCTAD, 1993, EU, 1989-1996) point at a rapid increase in the use and internationalisation
of management consultancies. However, the application of MNE definitions, measurements
and theories to this type of services is still in its infancy. Thus, this paper sets out to identify
first, the main determinants of market seeking investments of global consultancies, they
evolved over time, and its implications for the nature and scope of subsidiaries activities.
These are more like miniature replicas of their parent firms than specialised units in a world
wide service network. Secondly, the strategies they have used to tap successfully into foreign
markets, overcoming the problems facing service providers (e.g. Holmstrom, 1985, Dunning,
1989) and the liability of operating in a foreign location. It focus on the importance of trustcreating
mechanisms for the establishment of lasting relationships with clients and how they
were facilitated by shared social, cultural or educational proximity between consultants and
clients. It draws on in-depth interview based case studies of twelve global consultancies and
their operations in the Portuguese economy. Avenues for future research are pointed out.|
|publisher version/DOI: ||www.eiba-online.org/r/default.asp?iId=JIEIK|
|source: ||European International Business Association (EIBA) Conference|
|appears in collections||DEGEI - Comunicações|
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