Developing Knowledge and Value in Management Consulting
Will be published approx. on 5. September 2000
Book
Hardback
288 pages
978-1-931576-03-1 (ISBN)
Description
The second volume in the Research in Management Consulting series focuses on developing knowledge and value in management consulting. While there has been an exponential explosion in both the presence and role played by management consultants, the exact nature of their contribution -to client organizations, to our understanding of management and organization, to our comprehension of the increasingly complex dynamics associated with business in a global marketplace, and to the development of their own firms-remains ambiguous. Just as the business world is experiencing rapid and, at times, volatile change, the consulting industry itself is also facing unprecedented change and challenge. Over the next decade, forecasts suggest a world of difference for management consulting, from different competitors and different types of projects and assignments, to different skill sets and different fee structures, to different client expectations.
More details
Series
Edition
illustrated Edition
Language
English
Place of publication
Charlotte
United States
Publishing group
Emerald Publishing Inc
Target group
College/higher education
Professional and scholarly
Dimensions
Height: 235 mm
Width: 157 mm
Thickness: 22 mm
Weight
622 gr
ISBN-13
978-1-931576-03-1 (9781931576031)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Anthony F. Buono
Developing Knowledge and Value in Management Consulting
E-Book
07/2002
1st Edition
Information Age Publishing
from
€62.33
Available for download
Content
Introduction; Anthony F. Buono.
Part I. The Management Consulting Industry.
Chapter 1. Management Consulting for Client Learning: Clients' Perceptions of Learning in Management Consulting; Andreas Werr and Hakan Linnarsson.
Chapter 2. Knowledge Management in Action: A Study of Knowledge Management in Management Consultancies; Nicoline Jacoby Petersen and Flemming Poulfelt.
Chapter 3. The Limits of ISO9000 Consulting Methods; Isabella Gouveia de Vasconcelos and Flavio Carvalho de Vasconcelos.
Part II. Trs And Techniques In Management Consulting.
Chapter 4. Executive Coaching as the Intervention of Choice for the Derailing Executive: Some Unanswered Questions; James M. Hunt and Joseph R. Weintraub.
Chapter 5. Outsourcing Strategic Decision Making: Opportunity or Constraint? Ginka Toegel.
Chapter 6. Creating Collaborative Communities; Jeffrey Shuman and Janice Twombly.
Part III. Reflections On Management Consulting.
Chapter 7. Consultancy Foundations: Toward a General Theory; Craig C. Lundberg.
Chapter 8. Toward a Theory of Management Consulting: A Proposed Model and Its Implications; C. Ken Weidner II and Eli E. Kass.
Chapter 9. Functions and Roles of Management Consulting Firms; Michael Nippa and Kerstin Petzold.
Chapter 10. Huh and Its Variants: Signs of Potential Doom? Susan M. Adams.
Chapter 11. How to Understand Management and Change: Is the Actors' Logics System Analysis One Useful Answer? Georges X. Trepo.
Part I. The Management Consulting Industry.
Chapter 1. Management Consulting for Client Learning: Clients' Perceptions of Learning in Management Consulting; Andreas Werr and Hakan Linnarsson.
Chapter 2. Knowledge Management in Action: A Study of Knowledge Management in Management Consultancies; Nicoline Jacoby Petersen and Flemming Poulfelt.
Chapter 3. The Limits of ISO9000 Consulting Methods; Isabella Gouveia de Vasconcelos and Flavio Carvalho de Vasconcelos.
Part II. Trs And Techniques In Management Consulting.
Chapter 4. Executive Coaching as the Intervention of Choice for the Derailing Executive: Some Unanswered Questions; James M. Hunt and Joseph R. Weintraub.
Chapter 5. Outsourcing Strategic Decision Making: Opportunity or Constraint? Ginka Toegel.
Chapter 6. Creating Collaborative Communities; Jeffrey Shuman and Janice Twombly.
Part III. Reflections On Management Consulting.
Chapter 7. Consultancy Foundations: Toward a General Theory; Craig C. Lundberg.
Chapter 8. Toward a Theory of Management Consulting: A Proposed Model and Its Implications; C. Ken Weidner II and Eli E. Kass.
Chapter 9. Functions and Roles of Management Consulting Firms; Michael Nippa and Kerstin Petzold.
Chapter 10. Huh and Its Variants: Signs of Potential Doom? Susan M. Adams.
Chapter 11. How to Understand Management and Change: Is the Actors' Logics System Analysis One Useful Answer? Georges X. Trepo.