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The aim of the article is to explore the dynamics of the management consulting process for small firms as an outcome of interactive processes.

The explorative study is based on a summary sketch of an interactive research project (LOS) in which small firms and their interactions with management consultants were studied in a three‐year perspective. The theoretical framework employed is based on the industrial network theory.

The study suggests that clients are co‐producers of the consulting process. Therefore, management consulting in a interactive perspective has important elements of trailing, i.e. changing the frames of reference of the consulting process and creating room for consulting in which the consultant, as well as the client, allow themselves to experiment with their professional foundations. However, it is also suggested that innovative learning processes are difficult to foster in management consulting processes.

The empirical foundation of this explorative study is limited and thus invites to further interactive studies along the paradigm of action research.

Based on the findings, it seems important that both clients and consultants accept the consulting process as a co‐productive process, and that they find a way to work out the expectation gap at the beginning of the process.

The study adopts an industrial network perspective on the consulting process. In this perspective social exchange and adaptation processes among actors, i.e. consultant and client are in focus.

Accelerated by the COVID-19 pandemic, in recent years, face-to-face coaching has largely shifted to online coaching. The authors examined both the side effects of and coaching success in face-to-face, blended and online coaching from both coaches' and clients' perspectives. This paper aims to discuss the aforementioned examination.

The authors conducted two independent studies to examine the differences between the side effects of face-to-face, blended and online coaching. In Study 1 (N = 119), the authors compared the side effects of these formats using a quasi-experimental design and tested differences in perceived coaching success from the coaches' perspective. In Study 2 (N = 104), the authors integrated the client perspective on the side effects of coaching formats into the design and tested the differences.

Coaches in the face-to-face format experienced a significantly lower prevalence of side effects for their clients compared to coaches who engaged in the blended and online coaching formats. From the client perspective, clients experienced the most side effects of the blended coaching format. Neither study showed any differences between the coaching formats in perceived coaching success.

The results provide guidance to practitioners in choosing the most suitable coaching format for themselves. Being aware of side effects in coaching can help both coaches and clients take appropriate measures to mitigate the impact of these effects.

This paper is the first to expand knowledge about side effects in coaching across different coaching formats from both coaches' and clients' perspectives. The findings provide evidence regarding the context in which coaching is currently performed in a post-COVID world, with sustainability remaining a global concern and a key driver for organizations.

The purpose of this paper is to advance the view that being able fully to understand the perspective of a client is one of the key skills of successful HR people.

Reveals that the most successful HR people are able to look at situations from the client's perspective at all times, although this valuable insight is rarely discussed or included in training programs. Describes how these skills can be imparted.

Emphasizes the importance of putting oneself in the client's environment, doing what the client does and adopting his or her beliefs. Shows that, by seeing the situation from the client's perspective, it also becomes easier to present an idea or an argument in an assured, convincing way.

Highlights a set of skills that will not come overnight, but which will eventually bring about a surprising change in the way clients relate to their HR partners.

Contends that, as an HR person, being able clearly to understand the client's perspective is a hugely underrated and useful tool. It will help to tailor work processes, coaching and training sessions.

Resource integration is a central idea within service-dominant logic (S-D logic), but there has been little scholarly research on this aspect of theory. This paper aims to explore resource integration between marketing agencies and their clients.

In total, nine case studies have been developed using a dyadic approach of interviewing clients and members of their agency teams. This is followed-up with presentations and workshops with over 200 practitioners who validated the findings and added new perspectives.

The key operant resources in the client/agency context have been identified. The ways the operant resources of the actors developed during the course of resource integration, building potential resources for future co-creation are shown. The differing perspectives of the actors to each other’s contribution are highlighted.

This study suggests that resource enhancement and development, as a result of integration, is important. For agency/client research, resource integration and development brings new perspectives complementing existing relationship approaches to research. The findings have implications for relationship marketing theory across business-to-business (B2B) contexts.

The findings suggest a resource integration approach that could be jointly addressed between agency and client in improving the way they work together. The discourse of co-creation suggests a way for them to talk about how to work together effectively. Suggestions are made for teaching.

This study develops the S-D logic theory through exploring resource enhancement and development in a B2B co-creation context. The dyadic nature of the research is novel in studying how marketing agencies and clients work together and new perspectives emerge from the approach.

Despite increasing interest in offshoring of knowledge-intensive services, it is still undetermined as to whether the sourcing of services truly creates the anticipated value for clients. Moreover, even less is known about whether value is created for service providers in the process beyond the general service trade. This lack of knowledge is due to the challenges of capturing value creation, the unique production process of the services, and the impact of offshoring on both value creation and the production process. The purpose of this paper is to study offshored service production processes of knowledge-intensive services in order to identify direct and indirect value creation for clients as well as service providers in the process.

The paper applies a multiple case study method and studies one conglomerate with three offshored service production processes. The chosen method allows for the investigation of the service production process and indirect/direct value creation within the process.

The study finds that there is direct value creation for the client and the service provider towards the end of the production processes as expected. However, more importantly, it finds additional indirect value creation in various production stages. The indirect value is reflected in enhanced understanding of problems and own operations for the client and increased knowledge about clients and problem-solving approaches for the service provider.

This study contributes to offshoring literature by providing a comprehensive understanding of value creation in service offshoring for clients as well as service providers. It also contributes to the service management literature as a study of direct and indirect value creation in services, particularly within the production process of the services.

The study allows practitioners to gain insights on the value creation logic of offshored services and the value created beyond that logic. More specifically, it allows client firms to gain details of various values and benefits of service offshoring and service provider firms to gain a focused perspective on value creation in their own service production that can lead to competitive advantages.

The paper is novel and original through its approach to study offshoring from a value creation logic perspective, including not only the client but also the service provider perspective. It also applies a service production process perspective that is novel in offshoring literature.

The authors argue that public project managers do not consider the iron triangle (cost, quality and schedule) primary important in measuring the success of their projects. To investigate which success criteria are important to public project managers, the authors interviewed 26 Dutch project managers who are employed by the government and who are responsible for managing infrastructural projects. The paper aims to discuss these issues.

In this research the Q-methodology is applied. Q-methodology helps to find for correlations between subjects across a sample of variables. Q-factor analysis reduces the individual viewpoints down to a few factors. A factor can be seen as the mathematical representation of an “average” perspective shared by a group of people.

Findings are based on the individual rankings of 19 success criteria; the authors distinguished three common perspectives: the holistic and cooperative leader, the socially engaged, ambiguous manager and the executor of a top-down assignment. In none of the perspectives the iron triangle criteria formed the top three to measure project success.

The research results may have a national character. The way project success is perceived by public project managers may be culture dependent. For this the authors expand the research to other countries in the near future.

This paper contributes to the understanding of the public project manager by their private collaboration partners, like consultants, engineers and contractors. This will help them to understand their client and contribute to better collaboration in projects.

This paper shows that the difference in work attitude and value frame in the public sector leads to a specific view on project success.

Given the significant role played by valuers and the evidence of a lack of independence in some property valuation industries, particularly in emerging markets, this study analyses the issue of client influence in property valuation by providing a valuer-client perspective and measuring the interrelationships between the clients' influence factors to identify causal factors of prominence, which can assist in developing solutions to address the clients' influence issue.

The study used a mixed-method approach. Firstly, interviews were conducted with ten property valuers and five financial institution staff in Nigeria, and the data were subject to thematic analysis using Nvivo 12 software. A matrix questionnaire survey was administered to the valuers, and the responses were analysed using the fuzzy Decision-Making Trial and Evaluation Laboratory (DEMATEL) method.

The results indicate that institutional clients, loan-seeking customers, property valuers and the perception of corruption within the Nigerian environment fuelled the issue of clients' influence. Based on the measurement of the interrelationship between the 14 identified client influence factors, the type of company, perception the public has of the industry, size of the firm, relationship with the client, type of client and regulatory framework were the factors of prominence.

The findings of this study bear huge implications for Nigeria and other similar structured property markets facing the issue of clients' influence in property valuation. With the prominent factors bearing root in a mix of client, valuer and environmental factors such as the valuation structure, process and public perception, there is a need for solutions that level the playing field between institutional clients and valuers, reinforce transparency and establish excellent regulatory standards to address the issue of clients' influence.

This study is the first to measure the interrelationships between the clients' influence factors to identify the prominent causal factors. Accordingly, considering the multi-factors, the research is novel as it focusses on those factors that would likely lead to other factors, thereby providing opportunities to develop solutions that focus on those factors of prominence. Secondly, the study deviates from the narrative on clients' influence in property valuation, which pits it as solely a client or valuer factor, by showing how the interplay of the stakeholders' interests and the environment promotes the issue in a non-transparent property market.

The purpose of this paper is to explore the ways in which accountability is operationalised within the context of a South African microfinance institution (MFI). In particular, the authors consider the introduction of a tool to enhance consumer protection, the Client Protection Card (CPC), to deliver accountability within the case organisation. In contrast to prior research, the authors focus on accountability from the perspective of clients and fieldworkers.

A single in-depth case study of the introduction and implementation of a CPC in an MFI operating within South Africa was conducted. The case study and timing afforded an opportunity to gather unique data, given the MFI’s client-centred philosophy and the recent introduction of the CPC. The qualitative approach adopted for this research allowed collection of data through direct observations, interviews, a fieldwork diary and documentation. The theoretical framing for this paper views accountability as involving social practices, allowing us to foreground the existence of interdependencies among people interacting within the same organisation or system (Roberts, 1996).

The case study demonstrates that three aspects are critical to the success of the card: the design, which requires sensitivity to the local culture; the distribution, which demands for significant “sensemaking” work to be undertaken by fieldworkers; and the drivers for introducing the card, which need to be responsive to the clients’ perspective. The paper illustrates how well-intended tools of accountability can fail to deliver effectively, both for the organisation and the users, if they are not tailored appropriately to the needs of clients.

This paper differs from prior research as it explores the ways in which fieldworkers and MFI clients make sense of a tool of accountability, the CPC. Given that the CPC was designed to meet guidelines produced by international policymakers and domestic legislators, the paper provides a grassroots analysis of the effectiveness of the implementation of such tools from the perspective of clients and fieldworkers. This local focus allows the authors to examine the ways in which mounting global expectations for increased accountability of MFIs are being operationalised in practice.

This research determines the impact of local government’s internal audit process on the audit client management’s adoption of audit recommendations. Publicity of financial and operational problems in government in recent years has led to concerns about the quality of government audits, the extent of public managers’ adoption of audit recommendations, as well as citizen demand for accountability in government. In spite of this, the importance of the government audit process in ensuring accountability has gained little attention in public management research. A survey of local government audit executives was conducted to determine various aspects of the local government internal audit process and their relationships with audit client management’s adoption of audit recommendations. Results show that client management’s adoption of audit recommendation is a function of auditor professional designation, due diligence, client relations, documentation and tracking of audit recommendations, as well as of follow-up audits to verify implementation of agreed-upon action plans.

Delays occur mostly in the construction process of many projects, which can have a consequent effect on the overall performance of the project in areas such as profitability, efficiency and safety. This study aims to suggest a structure that can be applied to manage construction projects effectively and, thus, to reduce delays. The integrated balanced scorecard (BSC) and quality function deployment (QFD) framework proposed in the present study enabled the identification and ranking of the objectives of the financial perspective and the enablers of construction delay mitigation. This will help construction industry professionals prioritize the enabling factors that influence the financial perspective, thereby helping them focus on the achievement of the most important ones which subsequently results in efficiency. Consequently, more tasks are accomplished with the use of less time and resources as the actions tend to be more narrowly focused on the achievement of the most important factors such as client and contractor-related factors, as opposed to the low-value adding factors.

A literature review was conducted to determine the essential factors that would help resolve or reduce delays. A total of 41 mitigation factors (seven financial objectives and 36 enabler objectives) were identified and categorized into four BSC perspectives: financial, client, contractor and project management team, and innovation and learning. Two management tools, the BSC and QFD, were used to develop the system based on the mitigation factors defined.

The results of this study show that the most significant factors affecting the achievement of the financial objectives of the project are mainly customer-related factors, accompanied by factors related to contractors and project management teams. With the fishbone diagram and cause and effect analysis, the proposed BSC and QFD system provides a long-term approach for all stakeholders to help professionals in the construction industry prioritize and reduce delays more effectively. Moreover, the findings of the present study highlight the utility of the integrated BSC and QFD framework in quantifying the strengths of association of different objectives of the financial perspective and the enablers of construction delay mitigation.

The contribution of this paper to the body of knowledge is the proposed integrated structure for BSC and QFD that can serve as a comprehensive and structural approach to rating the essential enabling delay mitigation factors based on the magnitude of their effects on the financial performance of the project. The proposed framework can be considered a novel tool since this is the first integrated BSC and QFD framework for construction delay mitigation. Finally, the proposed BSC and QFD framework, along with the fishbone diagram and cause and effect analysis, provides a long-term strategy for all stakeholders to mitigate delays. Thus, the proposed integrated BSC and QFD framework can serve as a systematic and structural approach for measuring the strength of influence of the enablers of delay mitigation against the financial perspective.