Explaining national variation in the use of management consulting knowledge: A framework
构建了一个概念框架，分析哪些因素导致不同国家在使用管理咨询知识上存在差异，并以日本为例说明框架的应用，对比较管理研究有参考价值。
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 briefly 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.