Management Consulting
Emergence and Dynamics of a Knowledge Industry
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A termék adatai:
- Kiadó OUP Oxford
- Megjelenés dátuma 2003. június 19.
- ISBN 9780199267118
- Kötéstípus Puhakötés
- Terjedelem282 oldal
- Méret 234x156x14 mm
- Súly 410 g
- Nyelv angol
- Illusztrációk 3 tables and 6 figures 0
Kategóriák
Rövid leírás:
This volume examines different aspects of management consulting in an innovative and comprehensive way. The chapters are based on original research and cover a wide range of countries (e.g. Sweden, the Netherlands, Finland, Italy, Germany, Australia, and Norway), consulting firms, and client organizations. They show how the consulting industry managed to reach the importance it has today; how consultancies and management gurus develop new ideas and/or repackage old ones; and how consultants find or retain clients and interact with them in a given project.
TöbbHosszú leírás:
This volume makes an important contribution to the growing literature on management consulting. It brings together international contributors from a wide variety of backgrounds and draws on recent empirical research from a diverse range of countries, consultancy firms, and client companies. The analysis focuses on three key areas.
The first part of the book looks at the emergence and development of the consulting industry in different countries and time periods. The interplay between national systemic context and outside influences is stressed, and the efforts of consultants to become recognized as 'legitimate' knowledge carriers by their clients is highlighted, in competition -- and sometimes cooperation -- with other suppliers of management knowledge, notably academia.
The volume goes on to consider the generation, management, and validation of consulting knowledge by consultancy organizations and management gurus, showing how these activities are influenced not only by the consultancies' own characteristics in terms of size, structure, and national origin, but also by the (national and cultural) context in which they are operating, and by the role of 'gatekeepers', such as book publishers or journalists.
The third part of the book focuses on the nature and dynamics of the consultancy-client relationship, focusing especially on the ways in which consultants convince managers of the need to hire outside advisors; on the reaction of those concerned in the client organization towards the consultants' recommendations; and on the methods used by the consultants to overcome the possible reluctance and resistance from within the organization.
From a more theoretical point of view, the chapters in this volume also show that research on management consulting has to take into account different levels of analysis: the consulting industry as a whole and its position relative to other knowledge providers such as academia; the specific consultancy organization and its relationships with internal and external sources of knowledge; and the particular consultancy project and notably the interplay between the consultants and the various stakeholders within and outside the client organization.
Tartalomjegyzék:
Introduction
Part I: Historical Perspectives on the Consulting Industry
The Acquisition of Symbolic Capital by Consultants: The French Case
The Changing Relationship Between Management Consulting and Academia: Evidence from Sweden
Management Consultancies in the Netherlands in the 1950s and 1960s: Between Systemic Context and External Influences
The Rise and Fall of a Local Version of Management Consulting in Finland
Part II: Organizational Perspectives on the Consultancy Firm
The Internal Creation of Consulting Knowledge: A Question of Structuring Experience
Knowledge Management at Country Level: A Large Consulting Firm in Italy
Collaborative Relationships in the Creation and Fashioning of Management Ideas: Gurus, Editors, and Managers
Consultancies as Actors in Knowledge Arenas: Evidence from Germany
Part III: Relationship Perspectives on the Consultancy Project
Managers as Marionettes? Using Fashion Theories to Explain the Success of Consultancies
Promoting Demand, Gaining Legitimacy, and Broadening Expertise: The Evolution of Consultancy-Client Relationships in Australia
The Burden of Otherness: Limits of Consultancy Interventions in Historical Case Studies
Managers and Consultants as Embedded Actors: Evidence from Norway
