Presenting a Model of Competitive Advantage of Management Consulting Firms Based on Dynamic Capability Theory

The present study has been done with the aim of exploring the effects of organizational dynamic capabilities on competitive advantage in consulting firms. To do so, a grounded theory method was used which was suitable regarding the explorative nature of the research. Seventeen consulting firms were the research sample. The CEOs and members of board of directors of these firms were interviewed. The interview data and other written firms’ documents were analysed. The results showed that organizational dynamic capabilities were effective on competitive advantage of consulting firms. Operational capabilities, trust-building capabilities, and firm strategy also played important roles in this relationship.