In this paper, we elaborate a typology of strategies by which management consultancies can create and sustain such institutional capital (Oliver, 1997) that helps them extract competitive resources from their institutional context. Drawing on examples from the German consulting industry, we show how localized competitive actions can enhance individual firm's positions, but also the collective institutional capital of the consulting industry as a whole. These accounts counter prevailing imagery of institutional entrepreneurship as individualistic, heroic action and demonstrate how distributed, embedded actors can collectively shape the institutional context from within to enhance their institutional capital.