Consultants and experts in management consulting firms

Créplet, Frédéric; Dupouët, Olivier; Kern, Francis; Mehmanpazir, Babak; Munier, Francis L.

doi:10.1016/s0048-7333(01)00165-2

Cited by 101 publications

(87 citation statements)

References 29 publications

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“…Indeed, the finding that permanent geographical proximity is less and less necessary has given rise to an increasing interest in long distance communication technologies, which enable individuals to exchange information, express emotions and to be present with a distant partner. This interest has manifested itself, in the field of knowledge transfer, through research studies concentrating on epistemic communities and communities Creplet et al (2001) for an attempted distinction between the two concepts).…”

Section: I) Epistemic Communities and The Actors' Ubiquitymentioning

confidence: 99%

On the Role Played by Temporary Geographical Proximity in Knowledge Transmission

Torre¹

2008

Regional Studies

524

311

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Torre A. On the role played by temporary geographical proximity in knowledge transmission, Regional Studies. This paper defends the thesis that geographical proximity remains essential for knowledge transfer, but not often implies the co-location of innovation and research activities. The need for geographical proximity now mostly affects certain stages of the process of production, research or development. Short- or medium-term visits are often sufficient for the partners to exchange the information needed for cooperation. The mobility of individuals makes it possible to implement this mechanism. Temporary geographical proximity implies a strong relation to space, but one that differs in nature from that described by the traditional approaches. [image omitted] Torre A. Role de la proximite geographique temporaire dans la transmission de la connaissance, Regional Studies. Dans cet article, nous defendons la these selon laquelle la proximite geographique demeure essentielle au transfert des connaissances mais qu'elle n'implique pas souvent la co-localisation d'activites d'innovation et de recherche. La necessite de la proximite geographique affecte surtout, aujourd'hui, certaines etapes des processus de production, de recherche et de developpement. Les visites a court ou moyen terme suffisent souvent aux partenaires pour echanger des informations necessaires a leur cooperation. La mobilite des individus permet de mettre en œuvre ce mecanisme. La proximite geographique temporaire induit une forte relation a l'espace mais une relation qui differe en nature de celle qui est decrite par les approches classiques. Proximite geographique Proximite organisee Ubiquite Agregats Torre A. Die Rolle der vorubergehenden geografischen Nahe zur Wissensubertragung, Regional Studies. In diesem Artikel verteidigen wir die These, dass eine geografische Nahe zur Wissensubertragung nach wie vor unverzichtbar ist, aber oft keinen gemeinsamen Standort der Innovations- und Forschungsarbeit voraussetzt. Die Notwendigkeit einer geografischen Nahe betrifft heute meistens bestimmte Phasen im Produktions-, Forschungs- oder Entwicklungsprozess. Oft sind kurze oder mittellange Besuche fur die Partner ausreichend, um die fur eine Zusammenarbeit benotigten Informationen auszutauschen. Die Mobilitat der einzelnen Personen macht eine Umsetzung dieses Mechanismus moglich. Eine vorubergehende geografische Nahe setzt eine enge Verbindung zum Raum voraus, deren Beschaffenheit jedoch von den Beschreibungen der traditionellen Ansatze abweicht. Geografische Nahe Organisierte Nahe Ubiquitat Cluster Torre A. El papel desempenado por la proximidad geografica temporal en la transmision de conocimiento, Regional Studies. En este articulo defendemos la tesis de que la proximidad geografica sigue siendo un factor fundamental para la transferencia de conocimientos aunque esto no suele implicar la ubicacion conjunta de las actividades de innovacion y las de investigacion. La necesidad de proximidad geografica ahora afecta sobre todo a ciertas fases del proceso de p...

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Section: I) Epistemic Communities and The Actors' Ubiquitymentioning

confidence: 99%

On the Role Played by Temporary Geographical Proximity in Knowledge Transmission

Torre¹

2008

Regional Studies

524

311

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“…While the particular value of the combination process gets recognized in a broader context, for instance, for bringing new knowledge into an organization (Creplet et al 2001), this research suggests that in university research the combination process is mostly of importance to the generation of background knowledge and redundancy. Research institutes and, to a lesser extent, research groups, do not play a significant role in the combination of 'new' knowledge.…”

Section: Resultsmentioning

confidence: 94%

“…Firstly, they show that not the process of externalization is considered the touchstone of success, but its outcome. The very existence and persistence of epistemic communities depends on the circulation of knowledge that is made explicit but not codified ''since it remains mainly internal to the community'' (Creplet et al 2001(Creplet et al , p. 1530. Secondly, the findings confirm the significance of tacit-knowledge exchange for knowledgeintensive work, including R&D and basic research.…”

Section: Resultsmentioning

confidence: 99%

What keeps science spiralling? Unravelling the critical success factors of knowledge creation in university research

Travaille

Hendriks

2009

High Educ

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Based on Nonaka's knowledge spiral, this paper examines how processes of knowledge creation contribute to success in academia. It presents the outcomes of an indepth exploration of the workings of the knowledge spiral in a university research institute. The research shows the outstanding but undervalued importance of socialization processes. It also shows that, while research success is typically defined at the interplay of the individual, group and institutional levels, in the institute that was examined none of the four knowledge creation processes (socialization, externalization, combination and internalization) appears to run smoothly at the institutional level.

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“…This sector has been chosen because the consulting industry is an attractive field of research (Donnelly 2011;Martinez-Costa et al 2015;Richter et al 2008), being one of the main players in the knowledge based economy (Creplet et al 2001;Fu et al 2012). The role of human resources in their firm's performance has been widely recognized (Carvalho and Cabral-Cardoso 2008;Kim and Lee 2012).…”

Section: Introductionmentioning

confidence: 99%

A decision support system and a mathematical model for strategic workforce planning in consultancies

et al. 2018

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Strategic staff planning in consultancies is a major problem that directly affects the firm's performance and capacity for dealing with projects appropriately. Furthermore, the decisions taken now will have long term consequences, because consultants are highly qualified workers who need very long learning periods to achieve enough expertise. In other words, the size and composition of the future workforce depends on the decisions taken today. It is important to underline that the system anticipates future capacity adjustment in response to forecasted demand requirements; therefore, it is flexible to plan the workforce in different scenarios and time horizons. This paper proposes a decision support system based on a mathematical optimization model for solving strategic staff planning, taking the company's strategies, policies and objectives into account and optimizing both the costs and the staff composition. The tool is tested by applying it in an office belonging to a multinational consulting firm.

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Consultants and experts in management consulting firms

Cited by 101 publications

References 29 publications

On the Role Played by Temporary Geographical Proximity in Knowledge Transmission

On the Role Played by Temporary Geographical Proximity in Knowledge Transmission

What keeps science spiralling? Unravelling the critical success factors of knowledge creation in university research

A decision support system and a mathematical model for strategic workforce planning in consultancies

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