| Abstract: | Creating and capturing value in knowledge‐intensive organizations is often marked by a high degree of ambiguity. The resource‐ and knowledge‐based views of the firm assume that this ambiguity enhances an organization's competitive advantage, but do not acknowledge or address the problems and tensions it creates for employees. This study contributes to developing these views by providing new insights based on analyzing how HRM consultants perceive their contribution and standing in the context of this ambiguity. These findings shed light on the importance of addressing consultants' perceptions of this ambiguity in seeking to manage and motivate them to maximize the creation and appropriation of value for consultancy practices. © 2011 Wiley Periodicals, Inc. |
