Figure 12 offers a synoptic picture of the essential features qualifying each of the three consultancy models described above. First, it may be subject to the limitations that some authors e. An Empirical Analysis of Italian Firms, Journal of Business Research, 68 5 , 2015, pp. It is cited in Note 1. Journal of Management Consulting, 6 3 , 44-49.
This book interprets management consulting from a knowledge perspective, and proposes a general conceptual framework for investigating and interpreting that potential. Boston, Ma: Harvard Business School Press. Administrative Science Quarterly, 48 4 , 695-699. Consulting success using higher performance standards. Journal of Organizational Change Management, 8 3 , 47-62. Journal of Management Studies, 38 7 , 995-1118. The consultancy process tends to take place with varying degrees of looping and reiteration, of completeness, and of intensity regarding client-consultant cooperation.
Research in the Sociology of Organizations, Volume 24, 307-336. Global management consultancies: Their evolution and structure. Managing consultants: How to choose and work with consultants. Moreover, it has enabled clients to expand their problem-solving abilities. Journal of Management Consulting, 8 3 , 65. Management Review, 84 10 , 40-43.
Consulting to Management, 17 2 , 30-31. Knowledge management: La gestione della conoscenza aziendale. Process consultation Volume 1 : Its role in organization development 2nd ed. This essential text will interest those in the fields of political science, industrial relations, management studies, as well as comparative sociologists and historians. Author by : Joseph H.
The value chain of client firms is being reconfigured. What this means is that instead of being separated into issues, new papers will be added on a continuous basis, allowing a more regular flow and shorter publication times. Management Consulting and Knowledge Creation Francesco Ciampi Additional contact information Francesco Ciampi: University of Florence , 2007, issue 1 Management Consulting and Global Markets Abstract: Frequent environmental discontinuity, and intense changes in the competitive dynamics and logics of client business areas, are transforming the management consulting industry and the complexity and the articulation of the consulting demand is also growing. This book is a timely and radical critique of the quick-fix solutions offered by popular management books. European Management Journal, 20 4 , 393-400.
Consulting is more than giving advice. International Journal of Industrial Ergonomics, 37 1 , 51-59. Consulting: Has the solution become part of the problem? Economia e Management, Issue 3, 31-48. From teaching to practice, via consultancy, and then to research? Making the most of management consulting services. The acquisition, transfer, and depreciation of knowledge in service organizations: Productivity in franchises. Internalization produces operational knowledge for example, project management innovative know-how. The consulting diagnosis: essential tasks, criticality and logical relations.
However, the subject of knowledge creation potential that can be activated through the concrete implementation of management consulting interventions still remains a largely unexplored research area. Knowledge conversion processes Nonaka and Takeuchi, 1995. Management consulting: Emergence and dynamics of a knowledge industry. Organizational knowledge, learning and memory: Three concepts in search of a theory. Exploring knowledge creation pathways in advanced management consulting. International Small Business Journal, 11 1 , 47-60.
His current research focus on management consulting with an emphasis on client-consultant relationships and consulting knowledge-creation dynamics , financial management particularly on qualitative variables for default prediction modelling , and small and medium-sized enterprises. The nature of the relationship established and developed between the consultant and the client is key to the synchronic interpretation of management consulting. See also Ciampi in press-a; in press-b; in press-c. However, not only does implicit knowledge often constitute the most valuable cognitive resource owned by both parties, but it also represents the main potential outcome of the consulting intervention. Harvard Business Review, 16 4 , 451-465. In this regard, see also Kubr 2002.
Emerging Issues in Management, www. This theme underpins discussion of the ways in which management ideas and practices produce' managers of a particular kind - person of enterprise, bureaucrat, heroic leader and so on. Management Decision, 42 6 , 769-780. Management Decision, 37 5 , 394-402. The incremental strategy for consulting success. Consulting to Management, 17 1 , 39-42.