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The Effect of PM Competency on Consultant Competency and Consulting Performance: From the Perspective of Consulted Companies

Affiliations

  • Department of Knowledge Service and Consulting, Hansung University, Korea, Republic of
  • Department of Economics, Hansung University, Korea, Republic of

Abstract


Objectives: This study, by exploring the effects of PM competency and consultant competency on consulting performance, tried to find ways of supporting development of consultant competency. Methods/Statistical Analysis: The data was collected from the survey conducted to representatives and staffers of companies which have received consulting on the coupon system. The survey was done by e-mail and 204 copies of the questionnaire were used in the analysis. Using statistical programs, the data was analyzed through descriptive analysis, factor analysis and structural analysis. Findings: Data analyses showed that while leadership of PM, passing through consultant competency, has effect on consulting performance, work competency of PM does not have such effect. Improvements/Applications: It is necessary that PM participating in consulting should develop his or her competency needed in client management by suggesting the importance of the roles of consulting participants by clearly defining them and trying to form continuous relationships with clients.

Keywords

Consultant Competency, Consulting Outcomes. Competency of PM.

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