在資訊時代引領的知識經濟中，知識密集型服務業已成為產業發展價值鏈中的重要一環，在創新中起著重要作用。

本研究主題在探討台灣的管理顧問服務公司要走向國際化應有的策略與重點執行方向。採取單一個案研究方法，以折衷理論和資源基礎理論為基礎的研究架構來檢視悦智全球顧問這個個案的狀況，並與顧問產業中國際化程度最深的標竿個案麥肯錫相比較，來進行台灣管理顧問公司走向國際化策略的探討。

研究結果發現，台灣管理顧問公司的國際化發展規劃，必須要先著重於：1) 人才資源管理 – 著重領導力，培養未來領袖 2)加速知識管理的能力建置 3)經驗值的累積與傳承制度

Leading the knowledge economy in the information age, knowledge-intensive service industry has become an important part of the industry value chain, and plays an important role in innovation.

This research topic is to explore the gaps and the implementation of a strategy and direction for Taiwan's management consultancy services company when it comes to be internationalizing of its operation. This thesis take single case research method, forming the research framework based on Eclectic Theory and Resource-Based View to examine the case of Atelligent Global Consulting, and comparing to the benchmark case McKinsey which has the deepest degree of internationalization in the consultancy industry, to discuss the internationalization strategy for Taiwanese management consultant firms.

Findings, Taiwan management consultants international development plan must focus on: 1) human resource management – focuses on leadership, training future leaders 2) accelerate knowledge management capacity-building 3) experience accumulation and transmission system.

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