Management consultancies as institutional agents: strategies for creating and sustaining institutional capital

Markus Reihlen, Michael Smets, Andreas Veit

Research output: Contribution to journalConference abstractpeer-review


Management consultants have long been recognized as carriers of management knowledge and disseminators of management fashions. While it is well understood how they promote the acceptance of their concepts, surprisingly little has been said about their strategies to promote the acceptability of their services. In this paper, we elaborate a typology of strategies by which management consultancies can create and sustain such “institutional capital” (Oliver, 1997) that helps them extract competitive resources from their institutional context. Drawing on examples from the German consulting industry, we show how localized competitive actions can enhance individual firm’s positions, but also the collective institutional capital of the consulting industry as a whole, legitimize consulting services in broader sectors of society and facilitating access to requisite resources. These accounts counter prevailing imagery of institutional entrepreneurship as individualistic, “heroic” action and demonstrate how distributed, embedded actors can collectively shape the institutional context from within to enhance their institutional capital.
Original languageEnglish
JournalAcademy of Management Proceedings
Issue numberMeeting Abstract Supplement)
Publication statusPublished - 2009
Event2009 Academy of Management annual meeting - Chicago, IL, United States
Duration: 7 Aug 200911 Aug 2009

Bibliographical note

Best paper Award, Management Consulting Division, Academy of Management


  • consulting
  • embedded agency
  • institutional capital
  • neoinstitutionalism
  • institutional strategy


Dive into the research topics of 'Management consultancies as institutional agents: strategies for creating and sustaining institutional capital'. Together they form a unique fingerprint.

Cite this