Abstract
This study seeks to explain why, despite abundant critical country resources, most Danish professional service firms fail to emerge as significant global players. The empirical analysis focuses on a single professional service industry: management consulting. Comparative analysis between Danish and U.K. management consulting firms is used as the analytical tool for addressing the research question. The main empirical findings are that, compared with U.K. management consulting firms. Danish firms succeed to a lesser extent in turning the abundant resources in their home country into a competitive advantage, and that they pursue strategies which are less effective for expanding international activity.
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