Description
The field of management consultancy research has grown rapidly in recent years. Fuelled by the drivers of complexity and uncertainty, a growing number of organizations – both profit and third sector alike – are looking at management consultancy to assist in their aims for development and change. Consultants have become a common feature in organizational change initiatives, involved in both providing advice and in implementing ideas and solutions. However, despite this growing recognition and influence, management consultancy is still often misunderstood or criticized for its lack of theoretical underpinning.
The book seeks to address these issues by offering applied theoretical insights from academics that both teach and practice management consultancy. Written by recognized experts in their field, the contributors combine original insights with authoritative analysis. Uniquely, this book identifies emerging themes with critical discourse and provides rich empirical case study evidence to show the reader how management consultancy projects are implemented. Real-world international consultancy projects are featured as written up cases featuring organizations from multi-national corporations to the public sector.
Written for graduate level managers or those who have practical leadership experience, this book will enable readers to apply management consultancy models beyond a classroom context
Table of Contents
Introduction
Section A: Academic Discourse
1. The Management Consultant: The Hermes of Our Time
Ian Fouweather
2. The Challenges and Opportunities of Stylized Facts for Management Consulting Modeling and Theory Development
Renae Agrey and Henry Xu
3. Create More Value for All: A Human Dignity Oriented Approach to Consultancy
P. Matthijs Bal and Simon B. de Jong
4. The Role of Client Knowledge in Consulting Projects: Explorative, Exploitative and Ambidextrous Approaches
Jason Cordier, Alejandra Marin and Hilmy Cader
5. To Be or Not to Be an Internal Consultant
Julie Hodges
6. Consulting in the Public Sector
Rod Scott and Olga Matthias
7. Applying Research Methods in Strategy Consulting
Graham Manville and Chand Chudasama
8. Consultancy in Management Education
Olga Matthias and Julian Campbell
Section B: Practical Implementation Using Case Study
9. Developing Capacity for Farm Consultancy in New Zealand
Lorraine Warren and Peter Allen
10. A Collaboration for Better Healthcare
Andrew Hine and Karen Lynas
11. An Organisational Transistion: A Case of Preparation, Persistence and Person Centredness
Elissa Farrow
12. Cross-Cultural Management Consulting: From Cultural Awareness to Global Competence
Richard D. Lewis, Iouri P. Bairatchnyi and Caroline Lewis
13. Talent Management within XYZ Global Investment Bank
Oliver Rodway and Graham Manville
14. Making Lemonade from Lemons: The Role of Client-Consultant Knowledge as the Limoneira Company Goes Global
Jason Cordier and Tahir Hameed
15. Public Sector Management Consulting in Sub-Saharan Africa
Elizabeth Kariuki
16. Indigeneity and Management Consulting in Aotearoa, New Zealand
Jason Paul Mika
17. Consultants: The Custodians of Best Practices
Brett Knowles and Graham Manville
Conclusion
