CONTENTS: Introduction, Anthony F. Buono, Bentley College. PART I: THE MANAGEMENT CONSULTING INDUSTRY. Management Consulting for Client Learning: Clients’ Perceptions of Learning in Management Consulting. Andreas Werr, Stockholm School of Economics and Hakan Linnarsson, Stockholm School of Economics. Knowledge Management in Action: A Study of Knowledge Management in Management Consultancies. Nicoline Jacoby Petersen, Copenhagen Business School and Flemming Poulfelt, Copenhagen Business School. The Limits of ISO9000 Consulting Methods. Isabella Gouveia de Vasconcelos, Pontificia University Catolica and Flavio Carvalho de Vasconcelos, Escola de Administracao de Empresesas de Sao Palo. PART II: TRENDS AND TECHNIQUES IN MANAGEMENT CONSULTING. Executive Coaching as the Intervention of Choice for the Derailing Executive: Some Unanswered Questions. James M. Hunt, Babson College and Joseph R. Weintraub, Babson College. Outsourcing Strategic Decision Making: Opportunity or Constraint? Ginka Toegel, London School of Economics. Creating Collaborative Communities, Jeffrey Shuman, Bentley College and Janice Twombly, Rhythm of Business, Inc. PART III: REFLECTIONS ON MANAGEMENT CONSULTING. Consultancy Foundations: Toward a General Theory. Craig C. Lundberg, Cornell University. Toward a Theory of Management Consulting: A Proposed Model and Its Implications. C. Ken Weidner II, St. Joseph’s University and Eli E. Kass, St. Joseph’s University. Functions and Roles of Management Consulting Firms. Michael Nippa, Freiberg University and Kerstin Petzold, Freiberg University. Huh and Its Variants: Signs of Potential Doom? Susan M. Adams, Bentley College. How to Understand Management and Change: Is the Actors’ Logics System Analysis One Useful Answer? Georges X. Trepo, HEC School of Management.
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Book Description
The second volume in the Research in Management Consulting series focuses on developing knowledge and value in management consulting. While there has been an exponential explosion in both the presence and role played by management consultants, the exact nature of their contribution —to client organizations, to our understanding of management and organization, to our comprehension of the increasingly complex dynamics associated with business in a global marketplace, and to the development of their own firms—remains ambiguous. Just as the business world is experiencing rapid and, at times, volatile change, the consulting industry itself is also facing unprecedented change and challenge. Over the next decade, forecasts suggest a world of difference for management consulting, from different competitors and different types of projects and assignments, to different skill sets and different fee structures, to different client expectations
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About the Author
Anthony F. Buono, Series Editor, has a joint appointment as Professor of Management and Sociology at Bentley College. He holds a PhD with a concentration in Industrial and Organizational Sociology from Boston College.
His current research and consulting interests focus on the management consulting industry, organizational change and interorganizational alliances, with an emphasis on mergers, acquisitions, strategic partnerships, and firm–stakeholder relationships.
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