• The Journal of the Korea Contents Association
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• v.14 no.4
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• pp.425-434
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• 2014

This study aims to analyze school management consultants' competency from the perspective of professional and prospective consultants and to draw implications for their competency building and work. To achieve the purpose of this study, an importance survey and a retention survey of school management consultants' competency were performed. The main results are as follows: school management consultants' key competencies are concept, background and principle of school management consulting, process and method of school management consulting, contents of school management, listening and empathy, communication, problem solving, teamwork and collaboration, interpersonal skills, authenticity, commitment. Professional and prospective consultants' perception of school management consultants' competency were different, and importance and retention of prospective consultants' competency changed through the consulting experience. It is significant that the result of this study can be reflected in school management consultants' training and qualification and conform the 'learning' principle of school management consulting.

• Industry Promotion Research
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• v.4 no.1
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• pp.45-55
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• 2019

The purpose of this study is to examine the effects of common competency, managerial competency, and job competency, which are perceived management consultants' competencies, on organizational performance and management characteristics of these managers. The hypothesis 2 shows that the influence of the management consultant capacity and the management performance on the Hypothesis 1 and the moderating effect of the hypothesis 2 management characteristics are as follows. First, common competence, management competence, and job competence, which are H1 management consultant capacities, have been shown to have a positive (+) influence on financial performance and non - financial performance. Second, the characteristics of manager in H2 were partially shown by the common competence between management consultant capacity and management performance. Therefore, in order to establish a corporate sustainability management system and implement it strategically, a consulting firm should select a consultant with excellent management consultant capability and execute management consulting. In addition, management consultants were required to have diverse learning, experience and management plans to improve their qualitative performance. Despite the fact that managerial characteristics represent partial regulatory roles, they actively play a central role in the survival and development of corporations, requiring active publicity so that the organizational characteristics of managers can be understood.

• 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 Industrial Convergence
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• v.20 no.11
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• pp.113-126
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• 2022

In Small and Medium-sized Enterprises(SMEs) compared to major, competence of CEO relatively has a large impact on management performance, so the biggest factor to strengthen the competitiveness is the competence of CEO. Meanwhile, a consultant is defined as a subject of execution that directly and indirectly participates in management by inducing objective and rational decision-making on various management issues and problems facing companies. The management expertise, problem-solving skills, communication skills, insights, and leadership that a consultant must have in order to perform his or her duties are the same as the role and capabilities that the CEO must have in enhancing the company's performance and competitiveness. Therefore, through previous studies, this study divided consultant competences of CEO into job competence, communication competence, learning competence, and innovation competence and tried to understand whether those competences affect corporate's innovation performance and management performance. The survey was conducted on SMEs and the analysis techniques were reliability and validity analysis, confirmatory factor analysis, and structural equation analysis. As a result, it was found that the CEO's job competence, communication competence, learning competence, and innovation competence had a significant effect on innovation performance of the company, and second, innovation performance had a significant effect on the management performance. Through, this study derived a common factor of consultant competences of SMEs CEO, and derived implications for the competence characteristics of the CEO necessary to improve the performance of SMEs.

• Journal of Digital Convergence
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• v.14 no.6
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• pp.93-107
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• 2016

The purpose of this study is to consider how the competency of management consultants and completion index of consulting. influences the management performance. For this research. we chose 500 small & medium enterprises located all over the country that have implemented management consulting in recent 3 years. And we have done survey for the employees. and gathered and analyzed 294 samples. The result of research is as follows. First, Job competency of management consultants have reliable influence on the business performance and organization effectiveness. Second, Job competency and Common competency of management consultants have reliable influences on the completion index of consulting. Third, Job competency of management consultants and completion index of consulting have reliable influences on management performance. Fourth, Completion index of consulting have mediated job competency of consultants and management performance. Fifth, the impact was estimated that the more manager supporting is, the more job competency of consultant have an effect on organization effectiveness. These findings suggest that through the efficient way to perform successful consulting and identify an association between factors, it can contribute to small & medium enterprise management consulting activated.

• Journal of Industrial Convergence
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• v.21 no.3
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• pp.17-27
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• 2023

This paper investigated and studied the influence of consultant's competence on CEO's values. There are many studies about relation between consultant's competence and company's accomplishment, but there are lack of research about how consultant's competence effected CEO's Value. The data source used in this study is a questionnaire survey involving 177 CEOs of SME who have experience in consulting. Based on this collected data, we conducted factor analysis, reliability and validity analysis, and hypotheses were verified through correlation analysis and regression analysis. This study shows that consultant's competence affected CEO's values in some ways, and also contributes to both academic and practical implications about corporate management that related sustainable growth between consultant and client.

• 한국IT서비스학회:학술대회논문집
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• 2008.11a
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• pp.149-152
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• 2008

지식 서비스 산업 중에서 경영 컨설팅 산업은 타 산업으로의 파급효과를 통해 얻을 수 있는 부가가치가 막대하므로 우리나라의 성장을 위해서는 필수적인 산업이다. 그러나 국외에 비해 국내의 컨설팅 관련 연구는 많이 부족한 것이 현실이다. 본 연구는 성공적인 컨설팅을 결정짓는 요인들로 컨설팅 관련자들의 특성을 고려하였다. 컨설턴트의 특성, 의뢰기업 측 컨설팅 프로젝트 팀장의 특성을 성공적인 컨설팅 결정 요인으로 하여 실증분석을 하였다. 분석을 위하여 한국경영기술컨설턴트 협회에 소속하여 활동하는 경영 컨설턴트 172명을 대상으로 설문조사를 실시하고 이를 바탕으로 다중회귀분석을 하였다. 분석 결과 컨설턴트의 역량은 물론 의뢰기업 측 팀장의 역량도 컨설팅 성과에 긍정적인 영향을 미치는 것으로 나타났다.

• Journal of Digital Convergence
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• v.12 no.5
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• pp.191-201
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• 2014

The purpose of this research is to verify the importance of the relationship between the competency of the project manager of a consulting recipient company that can significantly influence the consulting achievement, the ethical attitude of the consultant, and the consulting project achievement. The results of this research are summarized as follows. The results of this study verified that the competency of the project manager from the consulting recipient company contributed to the ethical attitude of the consultant, the ethical attitude of the consultant positively affected the consulting achievement, and the support of the CEO of the consulting recipient company helped regulate the relationship between the competency of the project manager and the consulting achievement.

• Information Systems Review
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• v.11 no.1
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• pp.107-132
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• 2009

The purpose of this research is to define the consulting competence of IT consultants and empirically analyze the perceptual differences between the IT consultant group and the client group. Based on the previous researches and the opinion of the actual IT consultants, the consulting capability model has been established, which consists of six categories and eighteen factors. Six categories are (1) IT domain expertise, (2) problem solving ability, (3) project management capability, (4) communication skills, (5) human relations skills, and (6) professional ethics and attitude. Two field surveys have been performed and the responses of 174 IT consultants 116 clients have been acquired. It is shown that the level of possessed proficiency of IT consulting capability is far lower than the level of the required proficiency. And there exist the perceptual difference between two responding groups with respect to the level required proficiency but no difference exists in terms of the level of possessed proficiency. The findings of this research can provide some useful information in order to fully understand the differences between the IT consultant group and the client group.

• Journal of Digital Convergence
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• v.18 no.10
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• pp.163-173
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• 2020

This study examinined the casual relationship between consulting service characteristics and management performance based on absorption capacity and innovative willingness in order to find out the factors of effective consulting In an age of infinite competition. 131 questionnaires were used to test 8 hypotheses using SPSS 22.0 and SmartPLS(3.3.2). Results are as follows: expertise and consultant knowledge among consulting service characteristics had a significant positive impact on management performance through the company's absorption capacity and innovative willingness. However, the consultant's attitude had no significant effect. This study suggests the necessary of factors that can enhance the consulting effectiveness. We would like to consider and analyze the psychological variables that can enhance the various attributes and management performance of consulting in future research.