Search results

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.

Supply chain relationships have often been analysed from the macro-perspective of the companies involved, but there is less evidence of how relationships relate to the micro-perspective of persons involved. The purpose of this paper is to investigate, in IT outsourcing (ITO), how the buyer–supplier relationship type strengthens buyer performance from the perspective of consultants.

IT consultants were surveyed, and analysis was performed considering the aggregated values of variables that characterise buyer–supplier relationships adjusted to ITO.

The results show that strategic relationships are associated with higher supplier investment in relational management than in transactional ones. Similarly, in this type of relationship, higher levels of trust are linked to the recognition of more activities shared between parties involved than in transactional relationships. The improvement of supplier development by buyers was also found to improve buyers’ performance.

The model proposed here was developed for nonspecific industries but tested in the context of ITO. Further research should be undertaken to broaden generalisability.

The paper provides an understanding of the influence of the buyer–supplier relationship type on buyer performance based both on relational management and, more specifically, how the formal dimension of supplier development can also contribute to performance. ITO is increasing worldwide, and relational management affects outsourcing outcomes in broad supply chain integration. This analysis is usually visited from buyer and supplier perspectives using decision makers. This paper assesses it from the perspective of consultants.

Academic research on public affairs which aims to reconstruct the rationale for the involvement in public affairs, and the possible outsourcing thereof, focuses mainly on the perspective of the principal. Even though consultants are undoubtedly increasing in importance, their relevance as agents is often downplayed. This study seeks to empirically supplement the perspective of the consultant in order to identify potential inimitable functions that could explain why public affairs work is often contracted‐out.

A nation‐wide survey about public affairs consultants in Switzerland is based on an inductive empirical research design, which facilitates questions regarding which services consultants actually perform and what indispensable functions they claim to provide.

The results highlight lobbying, political PR, and [referendums and election] campaigns as the main areas of service. These services are associated with different functions. Lobbyists in particular define themselves as partisan players closely involved in political decision making. In contrast, political PR and campaigning are understood in terms of horizontal or vertical boundary‐spanning. A somewhat technical justification for contracting out, referring to a special infrastructure and costs issues, is downplayed. Instead, the independent outside view facilitating innovation forms the most important generalizable frame when explaining the unique added value consultants have to offer.

The paper shows that the real or supposed independence of the consultant vis‐à‐vis the client constitutes an inimitable resource. The outsider‐status facilitates the successful fulfilment of public affairs functions such as innovation, boundary‐spanning, access and legitimising. Thus, it is vitally important for consultants to build up a reputation. When it comes to contracting‐out decisions, impression management theories are capable of enriching public affairs theories that focus on cost‐benefit‐calculations.

The history of Organizational Development (OD) reveals a much older tradition of organizational science than the conventional wisdom would suggest. By the 1960s and 1970s OD became self‐confident and dynamic. This period was not only highly experimental but established the principles of OD for much of the twentieth century. By the end of the twentieth century new images of OD had occurred and much of the earlier thinking had been transformed. This review illustrates some examples under a series of themes that have had a major impact on the discipline of OD and on the wider thinking of organizational theorists and researchers.

This study seeks to understand the college‐to‐work transition process from the perspectives of a group of new management consultants.

This study focuses on the experience of a group of management consultants, how they construct meaning in their work, and the workplace itself. Participants in this study consisted of 25 consultants of a major management consulting firm in the USA. As the main source of information, interviews elicited the consultants’ accounts of their experiences since they were hired and their opinions about issues and events related to their professional development.

From the study, it is clear that learning from project experience and work relationships facilitated the new consultants’ organizational acculturation process and their journeys of becoming management consultants required more than development of competencies. The study shows that development of professional identities and career adaptation to organizational priorities is an equally important agenda for these young professionals. Legitimate peripheral participation in this study highlights the progressive nature of the consultants’ learning trajectories in the consulting practice. From an initially limited involvement in the practice to greatly increased responsibilities, the consultants moved toward full participation as their competencies developed along with their knowledge of the enterprise's social‐political context.

The consultants’ journeys of becoming were idiosyncratic in their specifics, but evidenced clear common patterns of complex workplace socialization.

The purpose of this paper is to explore the paradoxical image of consultants as “experts without expertise.” It examines the extent to which different stakeholders’ perceptions of consultants’ expertise are aligned, and why.

This research applies a creative approach to survey methodology by asking different stakeholder groups to react to consultancy expertise cartoons. This is followed by a rhetorical interpretation of the perceptions of consultants’ expertise using pathos.

This survey revealed that employees are the most critical of consultants, while clients and consultants retain positive impressions of consultants’ expertise. Unexpectedly, relative to other stakeholder groups, academics occupy a moderately critical position like outsiders. Given that consultants and clients value the same indicators of expertise, this explains the latter stakeholder group’s positive valuation.

Since this study focusses on the expert image of consultants more generally, the authors cannot differentiate the conclusions for perceptions related to different types of consultants based on discipline or the image of their specific role (e.g. expert vs coach or change agent).

Consultants and academics need pathos that is stakeholder dependent, for getting their expertise better accepted.

This paper helps explain why managers, despite the many criticisms of the services consultants provide, continue to hire consultants for their expertise. Furthermore, it sheds light into why managers prefer the services of consultants vs those provided by academics. It also nuances the assumption that academics are the main critics of consultants. Instead, this paper identifies that the majority of consultant critiques come from employees in client organizations.

The aim of this paper is to provide a clearer picture of the nature of power imbalance in client‐consultant teams, which has negative consequences for the development and implementation of consultants' recommendations, and to outline ways how to avoid such an imbalance in the first instance.

This is an empirical paper based on in‐depth semi‐structured interviews with clients and consultants from the strategic consulting sector in Australia.

Taking a differentiated look at the roles and responsibilities of members of client‐consultant teams, the authors propose that power within client‐consultant teams is multidimensional and the outcome of the interplay of its different forms is not predictable. It is further argued that a power balance is crucial for achieving better results from consulting projects.

The findings are not generalizable, due to the small sample and the focus on strategic consulting. The results encourage further research in different types of consulting projects as well as studies based on observation of client‐consultant interactions.

The paper highlights the main points of concern for managers and consultants and provides some suggestions on how to achieve a balanced relationship.

This paper's major contribution is in providing deeper insight into a hitherto underexplored issue of client‐consultant interactions: the contested nature of power in client‐consultant teams and the reasons and outcomes of power imbalance.

In consultant–client relationships, relationship longevity can create significant cost advantages and operational efficiencies for both client and consultant. At the same time, each party may also be motivated to look for new perspectives and opportunities by switching to new relationships. However, the benefits of replacing one consulting relationship with another are mitigated by switching costs: the costs associated with the act of changing the relationship itself.

This chapter explores the concept of switching costs by examining various types of costs, the ways these costs have been conceptualized in the literature, and how these costs may impact the nature and continuity of consultant–client relationships. The chapter will end with a series of hypotheses and suggestions for a research agenda to further develop our understanding of this important phenomenon.

This paper seeks to focus on the diffusion of activity‐based costing (ABC) in Jordan. A conceptual framework from general diffusion theory is adopted to describe the diffusion process within the Jordanian industrial sector. The main objective of the study is to determine the motivations for the implementation or non‐implementation of ABC.

Semi‐structured interviews were conducted with financial managers and heads of costing departments of companies within the Jordanian industrial sector. Both face‐to‐face and telephone interviews were used to achieve the research objective.

It was found that the rate of implementation of ABC in the Jordanian industrial sector follows the classical S‐shape. It is also suggested that the supply side of the diffusion process, most notably the role played by consultants, was an influence on many companies. This was not, however, a sufficient condition for companies to implement ABC.

Most previous studies focus on the implementation of ABC in Western developed countries. The results of this study make a contribution to existing knowledge in the area of the implementation of ABC, especially in Eastern developing countries such as Jordan. In addition, this research adds further evidence to the value of studying management accounting, and more specifically changes in management accounting practice. It describes the developments undertaken in the implementation of a new system and how a new system becomes accepted in practice.

The purpose of this paper is to explore how public relations (PR) professionals develop co-narratives with legal counsel when formulating crisis communication strategies. Understanding how PR practitioners work with their legal counterparts may help lead to more advanced and effective PR practice in the area of crisis communication and management. The authors attempt to do so in this study through interviews conducted with PR practitioners in two Asian countries – South Korea and Singapore.

In total, 11 semi-structured interviews with PR consultants, 6 in Korea and 5 in Singapore were conducted between May and August 2016. Data analyses revealed key points of interest for PR practice.

First, PR consultants in both countries reported increased collaboration with legal counsel in times of crisis. Second, PR consultants report that legal professionals have begun to realize the significance of winning in the court of public opinion. However, the process by which PR–legal collaboration takes place to develop co-narratives followed extremely different patterns in the two countries.

This exploratory study is not exempt from limitations. The findings from this study may not be applicable to other countries. As data collection in both countries relied on snowball sampling techniques, the participants in the interviews may not be representative of PR consultants in South Korea and Singapore. E-mail interviews had limitations due to their lack of richness and details compared to other forms of interviews (i.e. face-to-face or Skype interviews). However, computer-mediated interviews including e-mail interviews can still create good level of understandings about the phenomenon in question.

This study was an attempt to understand PR–legal collaboration particularly in times of crisis and contribute to the development of Asia-centric models of PR practice. There has been little research that explores how legal and PR counsels actually collaborate to devise optional crisis communication strategies for their clients (or organizations) in the times of crisis. Given that crisis communicative strategies have been shown to affect publics’ perceptions of an organization’s credibility and trustworthiness, it is important to understand how PR work with legal practitioners to develop co-narratives for optimal crisis management, and understand how their different professional perspectives, practices, and approaches affect the collaboration.