Expertise and organizational boundaries: a typology of consulting roles
Jim Kitay, Christopher Wright, University of New South Wales. School of Industrial Relations and Organizational Behaviour
School of Industrial Relations and Organisational Behaviour, 2001 - 38 pages
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adviser role Alvesson argues Australia Blackler blurred boundaries between consultant business services business strategy changing nature client and consultant client demands client organization codified complex consultant and client consultant as external consultant related consultant-client relationship consultants seeking consulting projects consulting roles corporate defined delayering dimensions diversity of consulting downsizing enterprises esoteric knowledge base example expertise and organizational external expert Fincham former consultants Frenkel highlighted human resource increasingly individual consultants information technology insider internal interviews reveal interviews with consultants involving Kipping knowledge intensive firms knowledge workers Maister major strategy firms management consulting market transaction nature of expertise nature of organizational O'Shea & Madigan occupational organizational boundaries outcome outsourced portray a technical Reed relationship between consultant relationships with clients respondents seeking to develop semi-structured interviews senior simple market social solo consultancies Starbuck strategy consultant structured suggests technical knowledge types of consulting Typology of Consulting unstructured problem Winch & Schneider