• the Consultant
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• s.22
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• pp.109-117
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• 2005

• the Consultant
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• s.22
• /
• pp.144-156
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• 2005

• the Consultant
• /
• s.22
• /
• pp.130-143
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• 2005

• the Consultant
• /
• s.22
• /
• pp.82-108
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• 2005

• the Consultant
• /
• s.23
• /
• pp.26-31
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• 2008

• the Consultant
• /
• s.23
• /
• pp.69-70
• /
• 2008

• Imaging Science in Dentistry
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• v.53 no.3
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• pp.267-267
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• 2023

• Dementia and Neurocognitive Disorders
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• v.22 no.3
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• pp.112-113
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• 2023

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.2
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• pp.119-134
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• 2019

In order to accomplish a successful management consulting project, the client's receptivity to consulting as well as the management consultant's competency is very important. Even if a consultant with a high level of competence is put into a project, if the consulting receptivity of the company is low, a successful project can not be accomplished. On the other hand, even if consulting receptivity of the company is high, management consulting performance can not be expected if management consultant competency is lacking. This study analyzes the affect of consultant competency on management performance of client firms and the mediating effect of consulting receptivity of client company in terms of management performance. Management consultant competency is measured by task-related competency, managerial competency and common competency, and management performance is measured by financial performance and non-financial performance. The parameters are measured by consulting receptivity and management consulting performance. According to the results of the study, the management consultant's competency has a positive (+) influence on both of consulting receptivity and management consulting performance. Consulting receptivity has a positive (+) influence on both of management consulting performance and non-financial performance. Management consulting performance has a positive (+) influence on both of financial performance and non-financial performance. The mediating effect is that the consulting receptivity mediates directly or indirectly between management consultant competency and financial performance via management consulting performance and non-financial performance. The results of the empirical analysis of this study can contribute to the enhancement of management performance through management consulting in viewpoints of client firms and also contributing to more efficient and effective management consulting.

• Journal of Digital Convergence
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• v.10 no.2
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• pp.83-92
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• 2012

The purpose of this study is to investigate how the consultant proactive personality and benevolence influence on the trust and innovative performance. The results show that first, consultant proactive personality affects cognitive trust and consultant benevolence have an effect on emotional trust. Second, perceptual trusts for the consultant behavior have a relationship with innovative performance and we confirmed mediation effect of trust. This study have important meaning that we analysis plus effect on the emotion factor when we determine the trust formation factor in the consulting performed process.