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Management Consulting
Including a lengthy, comprehensive introduction, this important collection brings together some of the most influential papers that have contributed to our understanding of management consultancy work. The two-volume set encompasses the breadth of conceptual and empirical perspectives and explores those key ideas that have helped to advance our knowledge of this intriguing area. The volumes are divided into a series of thematic sections, affording the reader easy access to a great resource of information. Professors Clark and Avakian have written an original introduction which provides a comprehensive overview of the literature.
More Information
Critical Acclaim
Contributors
Contents
More Information
Including a lengthy, comprehensive introduction, this important collection brings together some of the most influential papers that have contributed to our understanding of management consultancy work. The two-volume set encompasses the breadth of conceptual and empirical perspectives and explores those key ideas that have helped to advance our knowledge of this intriguing area. The volumes are divided into a series of thematic sections, affording the reader easy access to a great resource of information. Professors Clark and Avakian have written an original introduction which provides a comprehensive overview of the literature.
Critical Acclaim
‘This compendium is essential reading for management consulting practitioners and HR managers serious about their craft. It belongs in the libraries of specialist corporations and governments. It is well organised and referenced. The overview presented by the editors presents an extremely focussed overview of the breadth of the work which encompasses the fullness of the profession.’
– Australian Human Resource Institute Journal
‘These two volumes provide a rich and authoritative source of information on research about management consulting. The readings show how study of management consulting fits into wider scientific discourses that include organizational learning, the roles of professional service firms, and the evolution of management practices.’
– William H. Starbuck, University of Oregon, US
– Australian Human Resource Institute Journal
‘These two volumes provide a rich and authoritative source of information on research about management consulting. The readings show how study of management consulting fits into wider scientific discourses that include organizational learning, the roles of professional service firms, and the evolution of management practices.’
– William H. Starbuck, University of Oregon, US
Contributors
58 articles, dating from 1961 to 2007
Contributors include: E. Abrahamson, M. Alvesson, C. Argyris, R. Greenwood, M. Hansen, A. Kieser, C. McKenna, E. Schein, A. Sturdy, A. Werr
Contributors include: E. Abrahamson, M. Alvesson, C. Argyris, R. Greenwood, M. Hansen, A. Kieser, C. McKenna, E. Schein, A. Sturdy, A. Werr
Contents
Contents:
Volume I
Acknowledgements
Introduction Stephanos Avakian and Timothy Clark
PART I THE HISTORICAL EMERGENCE OF MANAGEMENT CONSULTING
1. Matthias Kipping (2002), ‘Trapped in Their Wave: The Evolution of Management Consultancies’
2. Denis Saint-Martin (2000), ‘The Management Consulting Industry: History and Structure’
3. Christopher Wright (2000), ‘From Shop Floor to Boardroom: The Historical Evolution of Australian Management Consulting, 1940s to 1980s’
4. Matthias Kipping (1999), ‘American Management Consulting Companies in Western Europe, 1920 to 1990: Products, Reputation, and Relationships’
5. Christopher D. McKenna (1995), ‘The Origins of Modern Management Consulting’
PART II PERSPECTIVES ON MANAGEMENT CONSULTING WORK
A The Organizational Development Perspective
6. Edgar H. Schein (1988), ‘Introduction’
7. Edgar H. Schein (1990), ‘A General Philosophy of Helping: Process Consultation’
8. David A. Kolb and Alan L. Frohman (1970), ‘An Organization Development Approach to Consulting’
9. Danielle B. Nees and Larry E. Greiner (1985), ‘Seeing Behind the Look-Alike Management Consultants’
10. John Bessant and Howard Rush (1995), ‘Building Bridges for Innovation: The Role of Consultants in Technology Transfer’
11. Seymour Tilles (1961), ‘Understanding the Consultant’s Role’
B The Critical Perspective
12. Warner Woodworth and Reed Nelson (1979), ‘Witch Doctors, Messianics, Sorcerers, and OD Consultants: Parallels and Paradigms’
13. Berit Ernst and Alfred Kieser (2002), ‘In Search of Explanations for the Consulting Explosion’
14. Johan Berglund and Andreas Werr (2000), ‘The Invincible Character of Management Consulting Rhetoric: How One Blends Incommensurates While Keeping them Apart’
15. Brian P. Bloomfield and Ardha Danieli (1995), ‘The Role of Management Consultants in the Development of Information Technology: The Indissoluble Nature of Socio-political and Technical Skills’
16. Keith Grint and Peter Case (1998), ‘The Violent Rhetoric of Re-Engineering: Management Consultancy on the Offensive’
17. Mats Alvesson (1993), ‘Organizations as Rhetoric: Knowledge-Intensive Firms and the Struggle with Ambiguity’
18. Timothy Clark and Graeme Salaman (1998), ‘Telling Tales: Management Gurus’ Narratives and the Construction of Managerial Identity’
PART III INDUSTRY DYNAMICS AND THE MANAGEMENT OF KNOWLEDGE
A Institutionalisation / Regulation of Industry
19. Timothy Clark (1993), ‘The Market Provision of Management Services, Information Asymmetries and Service Quality – Some Market Solutions: an Empirical Example’
20. Johannes Glückler and Thomas Armbrüster (2003), ‘Bridging Uncertainty in Management Consulting: The Mechanisms of Trust and Networked Reputation’
21. Royston Greenwood, Stan X. Li, Rajshree Prakash and David L. Deephouse (2005), ‘Reputation, Diversification, and Organizational Explanations of Performance in Professional Service Firms’
22. Roy Suddaby and Royston Greenwood (2001), ‘Colonizing Knowledge: Commodification as a Dynamic of Jurisdictional Expansion in Professional Service Firms’
23. Alfred Kieser (2002), ‘On Communication Barriers Between Management Science, Consultancies and Business Organizations’
B Knowledge Sharing
24. Morton T. Hansen, Nitin Nohria and Thomas Tierney (1999), ‘What’s Your Strategy for Managing Knowledge?’
25. Morten T. Hansen and Martine R. Haas (2001), ‘Competing for Attention in Knowledge Markets: Electronic Document Dissemination in a Management Consulting Company’
26. Laura Empson (2001), ‘Fear of Exploitation and Fear of Contamination: Impediments to Knowledge Transfer in Mergers Between Professional Service Firms’
27. Timothy Morris (2001), ‘Asserting Property Rights: Knowledge Codification in the Professional Service Firm’
Volume II
Acknowledgements
An introduction by the editors to both volumes appears in Volume I
PART I ORGANIZATIONAL LEARNING AND KNOWLEDGE MANAGEMENT
A Instrumental Perspectives on Learning
1. Chris Argyris (1976), ‘Single-Loop and Double-Loop Models in Research on Making’
2. N. Anand, Heidi K. Gardner and Tim Morris (2007), ‘Knowledge-Based Innovation: Emergence and Embedding of New Practice Areas in Management Consulting Firms’
3. Andreas Werr and Torbjörn Stjernberg (2003), ‘Exploring Management Consulting Firms as Knowledge Systems’
4. Ariane Berthoin Antal and Camilla Krebsbach-Gnath (2001), ‘Consultants as Agents of Organizational Learning’
5. Irma Bogenrieder and Bart Nooteboom (2004), ‘Learning Groups: What Types are There? A Theoretical Analysis and an Empirical Study in a Consultancy Firm’
6. James J. Chrisman and W. Ed McMullan (2004), ‘Outsider Assistance as a Knowledge Resource for New Venture Survival’
B Management Fashion
7. Stephen R. Barley and Gideon Kunda (1992), ‘Design and Devotion: Surges of Rational and Normative Ideologies of Control in Managerial Discourse’
8. Eric Abrahamson (1996), ‘Management Fashion’
9. Alfred Kieser (1997), ‘Rhetoric and Myth in Management Fashion’
10. John Gill and Sue Whittle (1993), ‘Management by Panacea: Accounting for Transience’
11. Chester S. Spell (2001), ‘Management Fashions: Where Do They Come From, and Are They Old Wine in New Bottles?’
12. Paula Phillips Carson, Patricia A. Lanier, Kerry David Carson and Brandi N. Guidry (2000), ‘Clearing a Path Through the Management Fashion Jungle: Some Preliminary Trailblazing’
13. Eric Abrahamson and Gregory Fairchild (1999), ‘Management Fashion: Lifecycles, Triggers, and Collective Learning Processes’
14. Robert J. David and David Strang (2006), ‘When Fashion is Fleeting: Transitory Collective Beliefs and the Dynamics of TQM Consulting’
15. Jos Benders and Kees van Veen (2001), ‘What’s in a Fashion? Interpretative Viability and Management Fashions’
PART II THE CLIENT-CONSULTANT RELATIONSHIP
A The Process and Boundaries of Intervention
16. Barbara Czarniawska and Carmelo Mazza (2003), ‘Consulting as a Liminal Space’
17. Siw M. Fosstenløkken, Bente R. Løwendahl and Øivind Revang (2003), ‘Knowledge Development through Client Interaction: A Comparative Study’
18. Donald Hislop (2002), ‘The Client Role in Consultancy Relations During the Appropriation of Technological Innovations’
19. Chris McGivern (1983), ‘Some Facets of the Relationship Between Consultants and Clients in Organizations’
20. Jim Kitay and Christopher Wright (2003), ‘Expertise and Organizational Boundaries: The Varying Roles of Australian Management Consultants’
21. Stuart Macdonald (2006), ‘From Babes and Sucklings: Management Consultants and Novice Clients’
22. Guy G. Gable (1996), ‘A Multidimensional Model of Client Success When Engaging External Consultants’
23. Fiona Czerniawska (1999), ‘Changes in the Client-Consultant Relationship’
B The Consultant-Client Relationship as Part of Wider Contexts of Interests
24. Don A. Moore, Philip E. Tetlock, Lloyd Tanlu and Max H. Bazerman (2006), ‘Conflicts of Interest and the Case of Auditor Independence: Moral Seduction and Strategic Issue Cycling’
25. Ulrich Hagenmeyer (2007), ‘Integrity in Management Consulting: A Contradiction in Terms?’
26. Monder Ram (1999), ‘Managing Consultants in a Small Firm: A Case Study’
27. Robin Fincham (1999), ‘The Consultant-Client Relationship: Critical Perspectives on the Management of Organizational Change’
28. Andreas Werr and Alexander Styhre (2003), ‘Management Consultants – Friend or Foe? Understanding the Ambiguous Client-Consultant Relationship’
29. Andrew Sturdy (1997), ‘The Consultancy Process – An Insecure Business?’
30. Susan Meriläinen, Janne Tienari, Robyn Thomas and Annette Davies (2006), ‘Management Consultant Talk: A Cross-Cultural Comparison of Normalizing Discourse and Resistance’
31. Brian P. Bloomfield and Ardha Best (1992), ‘Management Consultants: Systems Development, Power and the Translation of Problems’
Volume I
Acknowledgements
Introduction Stephanos Avakian and Timothy Clark
PART I THE HISTORICAL EMERGENCE OF MANAGEMENT CONSULTING
1. Matthias Kipping (2002), ‘Trapped in Their Wave: The Evolution of Management Consultancies’
2. Denis Saint-Martin (2000), ‘The Management Consulting Industry: History and Structure’
3. Christopher Wright (2000), ‘From Shop Floor to Boardroom: The Historical Evolution of Australian Management Consulting, 1940s to 1980s’
4. Matthias Kipping (1999), ‘American Management Consulting Companies in Western Europe, 1920 to 1990: Products, Reputation, and Relationships’
5. Christopher D. McKenna (1995), ‘The Origins of Modern Management Consulting’
PART II PERSPECTIVES ON MANAGEMENT CONSULTING WORK
A The Organizational Development Perspective
6. Edgar H. Schein (1988), ‘Introduction’
7. Edgar H. Schein (1990), ‘A General Philosophy of Helping: Process Consultation’
8. David A. Kolb and Alan L. Frohman (1970), ‘An Organization Development Approach to Consulting’
9. Danielle B. Nees and Larry E. Greiner (1985), ‘Seeing Behind the Look-Alike Management Consultants’
10. John Bessant and Howard Rush (1995), ‘Building Bridges for Innovation: The Role of Consultants in Technology Transfer’
11. Seymour Tilles (1961), ‘Understanding the Consultant’s Role’
B The Critical Perspective
12. Warner Woodworth and Reed Nelson (1979), ‘Witch Doctors, Messianics, Sorcerers, and OD Consultants: Parallels and Paradigms’
13. Berit Ernst and Alfred Kieser (2002), ‘In Search of Explanations for the Consulting Explosion’
14. Johan Berglund and Andreas Werr (2000), ‘The Invincible Character of Management Consulting Rhetoric: How One Blends Incommensurates While Keeping them Apart’
15. Brian P. Bloomfield and Ardha Danieli (1995), ‘The Role of Management Consultants in the Development of Information Technology: The Indissoluble Nature of Socio-political and Technical Skills’
16. Keith Grint and Peter Case (1998), ‘The Violent Rhetoric of Re-Engineering: Management Consultancy on the Offensive’
17. Mats Alvesson (1993), ‘Organizations as Rhetoric: Knowledge-Intensive Firms and the Struggle with Ambiguity’
18. Timothy Clark and Graeme Salaman (1998), ‘Telling Tales: Management Gurus’ Narratives and the Construction of Managerial Identity’
PART III INDUSTRY DYNAMICS AND THE MANAGEMENT OF KNOWLEDGE
A Institutionalisation / Regulation of Industry
19. Timothy Clark (1993), ‘The Market Provision of Management Services, Information Asymmetries and Service Quality – Some Market Solutions: an Empirical Example’
20. Johannes Glückler and Thomas Armbrüster (2003), ‘Bridging Uncertainty in Management Consulting: The Mechanisms of Trust and Networked Reputation’
21. Royston Greenwood, Stan X. Li, Rajshree Prakash and David L. Deephouse (2005), ‘Reputation, Diversification, and Organizational Explanations of Performance in Professional Service Firms’
22. Roy Suddaby and Royston Greenwood (2001), ‘Colonizing Knowledge: Commodification as a Dynamic of Jurisdictional Expansion in Professional Service Firms’
23. Alfred Kieser (2002), ‘On Communication Barriers Between Management Science, Consultancies and Business Organizations’
B Knowledge Sharing
24. Morton T. Hansen, Nitin Nohria and Thomas Tierney (1999), ‘What’s Your Strategy for Managing Knowledge?’
25. Morten T. Hansen and Martine R. Haas (2001), ‘Competing for Attention in Knowledge Markets: Electronic Document Dissemination in a Management Consulting Company’
26. Laura Empson (2001), ‘Fear of Exploitation and Fear of Contamination: Impediments to Knowledge Transfer in Mergers Between Professional Service Firms’
27. Timothy Morris (2001), ‘Asserting Property Rights: Knowledge Codification in the Professional Service Firm’
Volume II
Acknowledgements
An introduction by the editors to both volumes appears in Volume I
PART I ORGANIZATIONAL LEARNING AND KNOWLEDGE MANAGEMENT
A Instrumental Perspectives on Learning
1. Chris Argyris (1976), ‘Single-Loop and Double-Loop Models in Research on Making’
2. N. Anand, Heidi K. Gardner and Tim Morris (2007), ‘Knowledge-Based Innovation: Emergence and Embedding of New Practice Areas in Management Consulting Firms’
3. Andreas Werr and Torbjörn Stjernberg (2003), ‘Exploring Management Consulting Firms as Knowledge Systems’
4. Ariane Berthoin Antal and Camilla Krebsbach-Gnath (2001), ‘Consultants as Agents of Organizational Learning’
5. Irma Bogenrieder and Bart Nooteboom (2004), ‘Learning Groups: What Types are There? A Theoretical Analysis and an Empirical Study in a Consultancy Firm’
6. James J. Chrisman and W. Ed McMullan (2004), ‘Outsider Assistance as a Knowledge Resource for New Venture Survival’
B Management Fashion
7. Stephen R. Barley and Gideon Kunda (1992), ‘Design and Devotion: Surges of Rational and Normative Ideologies of Control in Managerial Discourse’
8. Eric Abrahamson (1996), ‘Management Fashion’
9. Alfred Kieser (1997), ‘Rhetoric and Myth in Management Fashion’
10. John Gill and Sue Whittle (1993), ‘Management by Panacea: Accounting for Transience’
11. Chester S. Spell (2001), ‘Management Fashions: Where Do They Come From, and Are They Old Wine in New Bottles?’
12. Paula Phillips Carson, Patricia A. Lanier, Kerry David Carson and Brandi N. Guidry (2000), ‘Clearing a Path Through the Management Fashion Jungle: Some Preliminary Trailblazing’
13. Eric Abrahamson and Gregory Fairchild (1999), ‘Management Fashion: Lifecycles, Triggers, and Collective Learning Processes’
14. Robert J. David and David Strang (2006), ‘When Fashion is Fleeting: Transitory Collective Beliefs and the Dynamics of TQM Consulting’
15. Jos Benders and Kees van Veen (2001), ‘What’s in a Fashion? Interpretative Viability and Management Fashions’
PART II THE CLIENT-CONSULTANT RELATIONSHIP
A The Process and Boundaries of Intervention
16. Barbara Czarniawska and Carmelo Mazza (2003), ‘Consulting as a Liminal Space’
17. Siw M. Fosstenløkken, Bente R. Løwendahl and Øivind Revang (2003), ‘Knowledge Development through Client Interaction: A Comparative Study’
18. Donald Hislop (2002), ‘The Client Role in Consultancy Relations During the Appropriation of Technological Innovations’
19. Chris McGivern (1983), ‘Some Facets of the Relationship Between Consultants and Clients in Organizations’
20. Jim Kitay and Christopher Wright (2003), ‘Expertise and Organizational Boundaries: The Varying Roles of Australian Management Consultants’
21. Stuart Macdonald (2006), ‘From Babes and Sucklings: Management Consultants and Novice Clients’
22. Guy G. Gable (1996), ‘A Multidimensional Model of Client Success When Engaging External Consultants’
23. Fiona Czerniawska (1999), ‘Changes in the Client-Consultant Relationship’
B The Consultant-Client Relationship as Part of Wider Contexts of Interests
24. Don A. Moore, Philip E. Tetlock, Lloyd Tanlu and Max H. Bazerman (2006), ‘Conflicts of Interest and the Case of Auditor Independence: Moral Seduction and Strategic Issue Cycling’
25. Ulrich Hagenmeyer (2007), ‘Integrity in Management Consulting: A Contradiction in Terms?’
26. Monder Ram (1999), ‘Managing Consultants in a Small Firm: A Case Study’
27. Robin Fincham (1999), ‘The Consultant-Client Relationship: Critical Perspectives on the Management of Organizational Change’
28. Andreas Werr and Alexander Styhre (2003), ‘Management Consultants – Friend or Foe? Understanding the Ambiguous Client-Consultant Relationship’
29. Andrew Sturdy (1997), ‘The Consultancy Process – An Insecure Business?’
30. Susan Meriläinen, Janne Tienari, Robyn Thomas and Annette Davies (2006), ‘Management Consultant Talk: A Cross-Cultural Comparison of Normalizing Discourse and Resistance’
31. Brian P. Bloomfield and Ardha Best (1992), ‘Management Consultants: Systems Development, Power and the Translation of Problems’
