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This chapter focuses on the circumstances under which active clients in universities construct external management consultants as actors. Much research focuses on how consultants legitimize decisions and trends in business organizations, but we know little about how consultants become legitimized as actors in other organizational fields. In the academic field, clients are embedded in a variety of organizational settings embedded in different institutional logics, which determine their sense making. By analyzing how consultants are legitimized, the authors contribute to a better understanding of the organizational preconditions that support the construction of an external expert as an actor. By focusing on IT and strategy consulting in academia, further, the authors discuss the role of competing institutional logics in legitimization processes and the importance of intra-organizational communities.

The purpose of this paper is to identify client‐perceived barriers to a change towards increased client influence on the end result of the construction process. Additionally, the variables of size of clients' markets and the extent of external project management are investigated in order to see how they influence the perceptions concerning important barriers to change.

Empirical data were collected through a survey responded to by 87 Swedish construction clients.

Identified barriers are divided into three types: attitudinal, industrial and institutional. Attitudinal barriers (adversarial attitudes, lack of ethics and morality, focus on projects instead of processes and a short‐term focus) and industrial barriers (traditional organization of the construction process, conservative industry culture, industry structure and traditional production processes) are perceived to be important, whereas institutional barriers (standard contracts, laws and traditional procurement procedures) are not perceived to be critical. Each different type of barrier is tested against the use of internal or external project management and the sphere of activity of the client. Attitudinal barriers are perceived as being more critical by clients using external project management. “Nearness” in terms of the sphere of activity (e.g. how large is the client's market?) also has an effect on how clients perceive the barriers. Locally, active clients do not consider attitudinal barriers to be as influential on the end result of the construction process as nationally active clients.

Since the empirical results are based on data collected only from Swedish clients, international generalizations should be made with caution.

Clients wishing to act as change agents need to be aware that their use of internal versus external project management affects their chances to influence the other construction actors and implement change and innovation. Large national and international client organizations, which due to their size have significant opportunities to influence the industry, rely heavily on external project management, which may hamper their change agent role. Hence, such clients should make careful and purposeful selections of project management companies. Another more influential alternative is to strengthen their organisation and rely less on external project management.

This paper presents a unique investigation of the connections between the use of internal/external project management and perceived barriers to change.

This article addresses recent calls in the literature for advancing our understanding of public affairs consultants and their role conceptions. By testing and further exploring self-perceptions of public affairs consultants the study aims to offer new insight into how consultants define and view their occupational role.

The study draws on a nationwide survey with public affairs consultants in Sweden.

Four main role conceptions were identified (advocate, do-gooder, expert and intermediary). Further, the study tests how personal and professional characteristics correlate with different role conceptions, by viewing professional experience and consultants' selection of clients. Data also suggest that consultants' background in politics does not promote any specific role perception. Finally, the findings also show that how consultants choose clients is a divider in the industry, where some act as passive intermediaries while other take a more active role in their choice of clients.

The findings enhance our understanding of public affairs as a field, and specifically about the modelling of professional roles amongst consultants. The empirical results in this study show how contemporary role typologies needs to be extended to better capture the specificities of consultants' roles in public affairs. By addressing the issue of how consultants choose clients the study engages with the complex debate of whether consultants ought to act as objective or subjective agents and hence join the conversation on ethics in public affairs.

The purpose of this paper is to construct a system of indicators that will allow firms to evaluate the long‐term results of their marketing activities along the value chain.

The paper integrates the concepts of network relationships, value chain management, and customer lifetime value (CLV). The authors use participative inquiry and case studies to validate and clarify the model.

The authors develop the customer flow conceptual model and propose a sequence of actions to translate it into measures and indicators that will allow firms to understand their role in the creation of sustainable value. Using this model, the authors conduct comparative analyses of the acquisition and retention strategies of a multinational firm in the European and Russian markets. The results provide a crucial justification for new directions in future long‐term marketing activities.

The model is validated in two cases in different industries. Further research is required to examine the implementation of suggested tools in different industries.

The model was simplified for a practical application and indicators for future monitoring process and customer flow management were developed.

The authors developed the concept of customer flow to assess the long‐term results of marketing activities and to emphasize the difference between managing new and existing customers. New performance metrics are proposed based on customer flow and its structural characteristics. This allowed comparing of acquisition and retention strategies of the same company in different markets and reveals the crucial differences between the marketing strategies prevailing in Russia and those in Europe. The authors have demonstrated how the concept may help firms to develop and implement successful strategies.

The purpose of this paper is to study the nature of the incubator manager (IM)‐client, client‐client and client‐IM‐client relationships that facilitate incubation activity.

A case study methodology was adopted for undertaking the empirical work. The case organization was an Irish Dublin‐based university campus incubator. During the course of the research, which lasted six months, data were collected from high‐technology client firms and the incubator management using semi‐structured interviews, non‐participant observation and corporate documents.

Incubation is very much dependent on the quality of human relationships and occurs via a process of co‐production in dyads and triads. Without the voluntary and active participation of client firms, the mechanisms that facilitate co‐production break down. There is no one master incubation process, it is comprised of small micro‐processes each with its own norms, dynamic and stages depending on relational quality.

The paper is based on a single case study using a qualitative, inductive and interpretive approach; the aim was analytic rather than statistical generalization, therefore, contributions are made to incubation theory.

The research makes a number of contributions; first, the amount of interaction among the incubation parties has the potential to both positively and negatively impact the overall quality of client experiences; second, levels of interaction and relational quality among a certain category of clients in the same incubator may be higher than others based on industrial affiliation; and third, brokerage behaviour by the IM that facilitates the connection of clients in consortia or links clients individually or in groups to unrelated outside agencies, improves the overall quality of the incubation environment.

The involvement of clients in service encounters and service development has become a central principle for contemporary health and social care organizations. However, in day-to-day work settings, the shift toward client involvement is still in progress. We examined how health and social care professionals, together with clients and managers, co-develop their conceptions of client involvement and search for practical ways in which to implement these in organizational service processes.

The empirical case of this study was a developmental intervention, the client involvement workshop, conducted in a Finnish municipal social and welfare center. The cultural-historical activity theory (CHAT) framework was used to analyze the development of client involvement ideas and the modes of interaction during the intervention.

Analysis of the collective discussion revealed that the conceptions of client involvement developed through two interconnected object-orientations: Enabling client involvement in service encounters and promoting client involvement in the service system. The predominant mode of interaction in the collective discussion was that of “coordination.” The clients' perspective and contributions were central aspects in the turning points from coordination to cooperation; professionals crossed organizational boundaries, and together with clients, constructed a new client involvement-based object. This suggests that client participation plays an important role in the development of services.

The CHAT-based examination of the modes of interaction clarifies the potential of co-developing client-involvement-based services and highlights the importance of clients' participation in co-development.

Our understanding of what intervention strategies are effective in improving the well-being of older adults experiencing elder abuse and self-neglect (EASN) is severely limited. The purpose of this study was to examine the use of a method called “teaming,” a wraparound approach to provide enhanced social support to older adults experiencing EASN. A teaming intervention was administered by advocates in Maine, USA, as a component of a larger community-based EASN intervention, Repair harm, Inspire change, Support connection, Empower choice (RISE), implemented to complement adult protective services.

Qualitative interviews and a focus group were conducted with RISE advocates (n = 4). A descriptive phenomenological approach involving two independent assessors was used to code transcripts into themes and subthemes.

Three domains were identified: (1) team and support forming process, which describes the development of a supportive network based on each client’s needs; (2) techniques, which refers to the specific strategies advocates use to promote collectivity and shared responsibility around the client; and (3) implementation challenges, which discusses the difficulties advocates encounter when using teaming with people experiencing EASN.

This study represents the first in-depth exploration of teaming in the context of EASN intervention. Preliminary findings on the experiences of advocates suggest that teaming is a beneficial approach to support the individualized needs of each client, and to promote improved and sustainable case outcomes for clients.

Mothers with a dual diagnosis (mental ill health and substance use) have delays in accessing services, or their care may be interrupted prior to therapeutic relationships being formed. The purpose of this paper is to explore and describe how engagement merges in the context of mothers with a dual diagnosis.

This is a qualitative, focused ethnographic study at a low-threshold service for substance abusing families. The data contain interviews, observations, field notes, and reflections. The analysis followed several systematic steps.

Engagement is the co-creation of possibilities between workplace staff and the client in different interfaces. It is not a single act, emotion, or verbal communication, but a complex intertwined system of events that can awaken or enable the client to get a grasp on life. The sensitivity of the worker is one tool for engaging the client in manifold ways in different interfaces: even the smallest events with connection are viewed as valuable. Engagement involves the intentional client in the process of interaction: the client needs to participate and become an acting and sensing part of the change, which occurs on an experiential level. The process is described with the metaphor of a seed.

Engagement as inner involvement challenges the current working methods, and requires sensitivity, because the mothers with a dual diagnosis may not have verbalisable goals when arriving to the services.

Examines assistance to economic and social development as a problem in knowledge management (KM) and focuses on how the World Bank promotes developmental learning in developing countries. Since much of the knowledge about successful practices is tacit and local, the best model for knowledge transfer is less hub to spokes, or North to South, and more South to South, with the development agency in more of a broker role (instead of a “high priest” disseminating truths). The communication of the context of knowledge requires narrative modes of communication to supplement abstract forms of thought. Concludes that the complexity and uncertainty of development work entails that projects be designed in a highly adaptive learning mode as opposed to a blueprint mode. Shows how the best laid KM plans can be frustrated by organizational “imperatives” and identifies some of those barriers to knowledge‐based development assistance.

The purpose of this study is to consider informed consent with those who may be legally judged incapable of consent. Frequently individuals with traumatic brain injuries and intellectual disabilities may fall into this category. This paper seeks to consider aspects of guardianship, moral and legal implications and best practices for mental health professionals.

This practice piece reviews literature regarding informed consent, as well as pertinent issues in the professional literature regarding types of guardianship as well as the occurrence of “Lucid intervals.” Furthermore, literature from moral philosophy and current legal research was examined to fully provide readers with a grasp of the legal and ethical landscape of this issue.

The paper finds that treating consent as a one-time binary event is lacking in both practicality and nuance. Moral philosophy and issues regarding paternalism are raised, as well as practice approaches to assessment of capability and how to engage in therapy in meaningful ways.

This paper provides insight into providing dignity-affirming therapy with a population that is often not considered in the literature of mental health ethics. When it is considered, the suggestions are so vague as to be of limited use. This manuscript provides nuance and practical applications to be a therapist that promotes dignity in those who might have varying levels of capacity to consent.