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Explaining national variation in the use of management consulting knowledge: A framework

Research output: Contribution to journalArticle

Original languageEnglish
Pages (from-to)537-558
Number of pages21
JournalManagement Learning
Issue number5
Early online date13 Aug 2018
DateAccepted/In press - 25 Jun 2018
DateE-pub ahead of print - 13 Aug 2018
DatePublished (current) - 1 Nov 2018


The management literature frequently assumes that management consultancy is the predominant source of external management knowledge for organisations. However, its use is invariably confined to a few Western, developed economies. Such variation is rarely acknowledged, let alone explained. In this conceptual article, we draw on diverse literatures to explore what drives national variations in consulting usage. To achieve this, we develop a basic framework of influencing factors and apply it to the Japanese context. We conclude by explicating how our analysis has a wider application with respect to other knowledge sources in comparative studies.

    Research areas

  • Management consultancy, cross-national variation, comparative analysis, external knowledge sources, Japan, management knowledge

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    Rights statement: This is the author accepted manuscript (AAM). The final published version (version of record) is available online via Sage at . Please refer to any applicable terms of use of the publisher.

    Accepted author manuscript, 374 KB, PDF document


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