Developing Knowledge and Value in Management Consulting
Anthony F. Buono
IAP, 2002 - Business & Economics - 266 pages
A collection of papers exploring the development of knowledge and value in management consulting. The papers are divided into three sections on: the management consulting industry; trends and techniques in management consulting; and reflections on management consulting.
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Management Consulting for Client Learning? Clients Perceptions of Learning in Management Consulting
Knowledge Management in Action A Study of Knowledge Management in Management Consultancies
The Limits of ISO9000 Consulting Methods Toward a Multidimensional Approach
Executive Coaching as the Intervention of Choice for the Derailing Executive Some Unanswered Questions
Outsourcing Strategic Decision Making Opportunity or Constraint?
Creating Collaborative Communities
Consultancy Foundations Toward a General Theory
Toward a Theory of Management Consulting A Proposed Model and Its Implications
Functions and Roles of Management Consulting Firms
Huh and Its Variants Signs of Potential Doom?
How to Understand Management and Change Is the Actors Logics System Analysis One Useful Answer?
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Academy of Management action activities actors agement ALSA analysis Argyris assessment assumptions behavior Bentley College client learning client organization consultant's consulting companies consulting industry consulting process consulting projects context create culture defined Definition derailing executive effectiveness EMIR Group employees evaluate executive coaching executive's experience expertise explicit external focus focusing framework functions goals Harvard Business School human systems identify implementation important individual interaction internal involved isomorphism issues knowl knowledge management knowledge sharing L'Oreal management consulting management consulting firms ment needs norms organization's organizational culture organizational learning outcomes outsourcing decision Ox S/A performance perspective potential practice problems process consulting Proposition rational relationship resource-based view resources and capabilities response role sales agents social social exchange theory sociogram stakeholders strategy structure suggests tacit knowledge theory tion tional top management uncertainty reduction understanding winery