By Roger Svensson (auth.)
Success techniques and data move in Cross-BorderConsulting Operations analyzes the foreign operations of consulting enterprises. except constructing a theoretical framework which differs from conventional theories approximately overseas exchange, the most matters analyzed during this publication are: 1) good fortune determinants while tendering for overseas consulting contracts; 2) the alternative among exports, acquisition of a neighborhood company or setting up a greenfield place of work while coming into overseas markets; three) the level and nature of data move to rising markets; four) The position of improvement enterprises in overseas consulting initiatives; five) the fad in the direction of, and outcomes of, extra administration providers integrated in foreign tasks; 6) the results on festival whilst state-owned consulting businesses are allowed to function within the overseas industry. The empirical research of those matters is predicated on a different database of person gentle records which Swedish consulting organisations have submitted abroad.
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Extra resources for Success Strategies and Knowledge Transfer in Cross-Border Consulting Operations
It is not unusual that a CF with 500 to 1000 employees has assignments in 30 to 40 different countries in a specific year (Svensson, 1997). International operations require, therefore, a higher mobility for CFs than for manufacturing firms. When the contracts for a client seldom occur, as in emerging markets, it will be more difficult for the CF to maintain the long-term relationships with clients. Long-term relationships with clients in emerging markets are therefore expected to still be important but be weaker than similar relationships with clients in the domestic market of the CFs.
In manufacturing, the establishment and divestment of manufacturing units require large reorganizations of physical capital. Furthermore, the human capital character of the CF's services means that the services, with slight modifications, can be used in a number of ways and in a number of countries. The market peculiarity of the services is low; that is, the CF can move personnel between different markets at short notice, with minor adjustments and at a relatively low cost (Sharma and Johanson, 1987).
Theoretical Framework 19 in the case of investments. This is often a requirement by the external financiers, that is, banks when investments are implemented in developed countries, and development agencies and export credit institutions when projects are implemented in emerging markets. The TCF in this sense acts as a representative of, and advisor for, the client. Sometimes, TCFs and contractors are integrated in the same firm. Such TCFs have more direct access to proprietary technologies than do independent TCFs.
Success Strategies and Knowledge Transfer in Cross-Border Consulting Operations by Roger Svensson (auth.)