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Just like other sectors, the consulting sector is changing under the influence of IT and new client demands. Some authors suggest that new business models are disrupting the sector. There is however no overview of the nature of these new business models. Based on research into a number of innovative consultancies, we define the characteristics of these new business models and present a framework for analyzing them. This framework can form the basis for a more structured approach to researching the extent to which consulting business models change, the nature of that change and the impact of new business models on traditional views on what consulting is. [ABSTRACT FROM AUTHOR]

Just like other sectors, the consulting sector is changing under the influence of IT and new client demands. Some authors suggest that new business models are disrupting the sector. There is however no overview of the nature of these new business models. Based on research into a number of innovative consultancies, we define the characteristics of these new business models and present a framework for analyzing them. This framework can form the basis for a more structured approach to researching the extent to which consulting business models change, the nature of that change and the impact of new business models on traditional views on what consulting is. [ABSTRACT FROM AUTHOR]