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1 – 10 of over 20000
Article
Publication date: 1 April 2017

Youssef G. Saad

A considerable proportion of donor aid is dedicated to technical assistance to support developing countries in their development initiatives. The majority of this aid comes from…

Abstract

A considerable proportion of donor aid is dedicated to technical assistance to support developing countries in their development initiatives. The majority of this aid comes from globally-operating international donors including the World Bank and the European Union. In spite of several harmonization attempts, there still exist major differences in their procurement regulations and standard contracts. Based on an extensive literature review on consulting services and an in-depth analysis of the standard forms of contract, it was found that divergence between both forms is not only clear but also paradigmatic owing mainly to market orientation paradigm differences. The findings and recommendations help advance research on and practice of various types of consultancy services in general.

Details

Journal of Public Procurement, vol. 17 no. 4
Type: Research Article
ISSN: 1535-0118

Article
Publication date: 11 November 2013

Zoe Radnor and Joe O'Mahoney

This paper reflects on the growing trend of engaging management consultancies in implementing operations management innovations in the public sector. Whilst the differences…

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Abstract

Purpose

This paper reflects on the growing trend of engaging management consultancies in implementing operations management innovations in the public sector. Whilst the differences between public and private sector operations have been documented, there is a dearth of material detailing the impact of public sector engagements on the consultancies themselves and the operations management products and services they develop. Drawing on qualitative data, the paper aims to identify both the impact of operations management in the public sector and the impact of this engagement on the consultancies that are involved.

Design/methodology/approach

This paper draws on rich, qualitative data from six large management consultancies, amounting to over 48 interviews. An inductive methodology sought to identify both how consultancies have adapted their operations management products and services, and why.

Findings

The paper finds that the different context of the public sector provides consultants with considerable challenges when implementing operations management projects. The research shows that public services are often hampered by different cultures, structures, and managerial knowledge and investment patterns. Such constraints have an impact on both the projects being implemented and the relationship between consultants and clients.

Originality/value

There are few studies that consider the implementation of operations management in the public sector and fewer still which examine the impact of public sector engagement on the products that consultancies develop. This paper aims to develop understanding in both. At a more theoretical level, the paper contributes to considering operations management through knowledge management literature in seeking to understand how consumers of management knowledge influence its producers.

Details

International Journal of Operations & Production Management, vol. 33 no. 11/12
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 7 January 2019

David Shaw

The purpose of this paper is to examine the interplay between the requirements for successful organisational change and the imperatives faced by management consultancy firms in…

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Abstract

Purpose

The purpose of this paper is to examine the interplay between the requirements for successful organisational change and the imperatives faced by management consultancy firms in running successful businesses, and how this interplay affects the ways in which management consultants influence organisational change projects.

Design/methodology/approach

The paper reviews literature on management consultancy and organisational change over the past 30 years to identify insights into this issue.

Findings

The paper shows that business imperatives faced by management consultancy firms affect the ways in which consultants influence organisational change projects. It shows how management consultants aspire to form strategic partnerships with their clients in order to win profitable business, and to plagiarise established organising practices and change management methods in defining their services in order to manage their costs. It illustrates how these aspirations give rise to a number of dualities that consultants face in undertaking organisational change projects.

Originality/value

Only limited research has been carried out into the ways in which the business imperatives of management consultancy firms interact with the requirements for successful organisational change in shaping the influence that management consultants have on organisational change projects. This paper demonstrates the significance of this issue and suggests directions for future research into it.

Details

Journal of Organizational Change Management, vol. 32 no. 1
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 February 1992

Bodo B. Schlegelmilch, Adamantios Diamantopoulos and S. Anne Moore

Analyses the state of the management consultancy industry inBritain, from both a supply and a demand perspective. Aims to helppotential clients evaluate and select consultants; to…

Abstract

Analyses the state of the management consultancy industry in Britain, from both a supply and a demand perspective. Aims to help potential clients evaluate and select consultants; to keep academics in business‐related subjects abreast of developments in the field; and to identify growth areas into which consultants might elect to move. Outlines available consulting specialisms, identifies key players in each, and profiles a typical management consultant.

Details

Management Decision, vol. 30 no. 2
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 October 2002

Jon White

Debate on evaluation of public relations has moved on to questions of value. How can value be placed on public relations services, and – practically – how can realistic fee levels…

Abstract

Debate on evaluation of public relations has moved on to questions of value. How can value be placed on public relations services, and – practically – how can realistic fee levels be established for these services? These questions led to the study by the UK’s Public Relations Consultants Association reported in this paper. The study, of consultancy fee‐setting practices, and of client understanding of these practices, found that – in the UK – fee setting is imprecise. Fees are set according to a variety of rules. Rules may be set aside to win the opportunity to provide service, and overservicing – providing more service than budgeted for – is widespread. The study makes recommendations for introducing more order into fee setting, and suggests approaches to answering questions about the value of public relations services.

Details

Journal of Communication Management, vol. 6 no. 4
Type: Research Article
ISSN: 1363-254X

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Article
Publication date: 1 May 1993

Anthony Berry and Kate Oakley

In the UK, management consultancy is a £2 billion per annumbusiness sector. Major consultancy firms are global or Europeanenterprises which match and perhaps lead the emerging…

Abstract

In the UK, management consultancy is a £2 billion per annum business sector. Major consultancy firms are global or European enterprises which match and perhaps lead the emerging global or regional nature of markets. Yet little is known about these agencies of change, these intelligence networks which have come to play such a significant, perhaps pivotal role in organizational and management development. Part I of this two‐part article presents the role of management consultancy in the context of a knowledge typology – and reports on some of the findings of a preliminary research project.

Details

Leadership & Organization Development Journal, vol. 14 no. 5
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 December 1996

Jak de Burgundy

Sets out to encourage a critical reappraisal of the models and practices of management consultancy. Tracing the historical development of management consultancy, argues that…

2592

Abstract

Sets out to encourage a critical reappraisal of the models and practices of management consultancy. Tracing the historical development of management consultancy, argues that management thinking and practice has been unduly influenced by management consultants who have made use of flawed and increasingly faddish ideas and models. Examining these fads, and the groups who have promoted them, concludes by arguing that managers should dispense with the services of management consultants, and should instead learn to understand the world of work as experienced by their employees.

Details

Empowerment in Organizations, vol. 4 no. 4
Type: Research Article
ISSN: 0968-4891

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Article
Publication date: 1 February 1993

Tom Redman and Peter Allen

Reviews the available evidence on the use of human resourcemanagement consultants, and examines the findings from a study of theiruse in manufacturing in the North‐East of…

Abstract

Reviews the available evidence on the use of human resource management consultants, and examines the findings from a study of their use in manufacturing in the North‐East of England. Also considers the following questions: What types of consultants are used and in what areas? How is the HRM consultant sourced, selected, managed and evaluated? What is their relationship with in‐house personnel departments? Concludes by considering the implications of the findings for the future role and status of the personnel function and identifies an agenda for further research. Suggests that the use of HRM consultants does not necessarily undermine the in‐house personnel function and under certain conditions may enhance its reputation.

Details

Personnel Review, vol. 22 no. 2
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 16 April 2018

Michael Adesi, De-Graft Owusu-Manu and Roisin Murphy

Professional quantity surveying (QS) services are critical to successful delivery of construction projects within planned budget, quality and duration. The supply of QS…

1084

Abstract

Purpose

Professional quantity surveying (QS) services are critical to successful delivery of construction projects within planned budget, quality and duration. The supply of QS professional services is largely dependent on the price level of services and the willingness of clients to pay. The pricing of professional QS consultancy services has been confronted with a myriad of pricing challenges due to rapid changes in the business environment; the pervasive influence of information technology; and the complexity of clients’ expectation. It is therefore necessary for QS consultancy firms to develop strategic competences for the pricing of their services. In addition, numerous studies have not given the pricing the pricing of professional services the requisite attention. The purpose of this paper is to investigate the strategic competences for pricing professional QS services.

Design/methodology/approach

The study was positioned within the positivist tradition. As a result, the quantitative approach was adopted using a survey questionnaire to collect data from QS consultants. The sample size of the study was 79 professional quantity surveyors chosen by using simple random sampling technique from a population of 372 registered professional QS of the Ghana Institution of Surveyors. Using the χ2 test and factor analysis, the study established relationship between strategic competences and pricing of QS services.

Findings

The study found that strategic competences for pricing QS professional services is significantly related to the managerial and professional competence of QS consultants. The strategic competences of QS consultants identified by this study include business management, services cost management; and production capabilities.

Practical implications

This study provides an empirical basis for QS consultancy firms to focus on strategic direction of their contractual arrangement with clients. Practically, resource configuration and on strategic competences for professional service pricing would create price leadership.

Originality/value

The study advances the pricing knowledge within the QS practice by demonstrating the nexus between strategic competences and the pricing of QS professional services which hitherto this study have not been effectively investigated.

Details

Engineering, Construction and Architectural Management, vol. 25 no. 3
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 1 September 1998

Roy McLarty and Terry Robinson

There is a paucity of information on the development and practice of consultancy. This paper seeks to fill in some of the gaps in knowledge particularly in relation to the nature…

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Abstract

There is a paucity of information on the development and practice of consultancy. This paper seeks to fill in some of the gaps in knowledge particularly in relation to the nature of consultancy, market opportunities management and practice development. The paper commences with a discussion on the role of the consultant and moves on to examine why organisations use consultants. Thereafter attention is devoted to the market opportunities and discusses how business is developed. Reference is made to a number of writers and their views are integrated into the discussions, particularly where they cite reasons as to how business was obtained. A model which originated in the USA is developed in relation to the management of assignments and a claim is made as to essential “task processes”. In conclusion, recommendations are made as to practice development strategy and a five‐stage model, developed by the authors, is suggested.

Details

Leadership & Organization Development Journal, vol. 19 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

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