Abstract
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.
Library of Congress Subject Headings
Dissertations (MA) -- Organization Development; Interorganizational relations; Business consultants; Cooperation; Strategic alliances (Business); Organizational effectiveness
Date of Award
2014
School Affiliation
Graziadio Business School
Department/Program
Business
Degree Type
Thesis
Degree Name
Masters
Faculty Advisor
Ainsworth, Dale
Recommended Citation
Jackson, Katie G., "What motivates management consulting leaders to collaborate with competitors?" (2014). Theses and Dissertations. 482.
https://digitalcommons.pepperdine.edu/etd/482