Consulting to a “hurt” or “upset” organisation

Beeby, Mick; Broussine, Mike; Grisoni, Louise; James, Joseph F.; Shutte, Anna‐Marie

doi:10.1108/01437739910259163

Cited by 6 publications

(2 citation statements)

References 2 publications

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“…Ackroyd and Hughes (1981, p. 71) justify such a practice in assuming that it allows the researcher to get an effect of "standardising stimuli". Beeby et al (1998) as well as Rodham (2000) opted for the same method when conducting interviews. Rodham (2000, p. 76) argues that "a degree of structure and direction can be given to the interview; while at the same time; this approach is sufficiently flexible to allow respondents to make contributions that they considered to be important".…”

Section: Jmd 255mentioning

confidence: 99%

Consultant's role: a qualitative inquiry from the consultant's perspective

Kakabadse

Louchart

Kakabadse

2006

Journal of Management Development

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Purpose -Many criticisms questioning the role and the efficiency of business consultants have been addressed. However, although a great deal of research has been carried out on business consultancy, little has been written on business consultancy from the consultant's viewpoint. In order to gain a detailed view of the situation from an internal consultant's perspective, an investigation of how business consultants perceive their role and contribution within their clients' organisations was undertaken. Drawing on different perspectives, this study aims to demystify the role of business consultants, and to ascertain how they perceive their role within their clients' organisations. Design/methodology/approach -A series of interviews were conducted, where business consultants were asked to comment on issues related to the nature of the relationship with their clients, the pros and cons of their role and also the amount of control and discretion they exercise over the different projects in which they are engaged. Interview data from 17 business consultants from a variety of fields, such as change management, information technology, corporate finance and human resource, are analysed using an interpretive frame. Findings -The research findings reveal that differences exist between the rather pejorative conclusions of previous research and the conclusions of this study. Whereas previous research highlighted the omnipotence and the more or less deontological practice of consultants, the data analysis from this study concludes that business consultants appear very humble in their approach to their relationship with clients, and believe that moving clients forward is their ultimate goal. The findings also enable the study to demonstrate that business consultants are conscious of the amount of control and discretion that is passed on to them by clients, and do recognise that criticisms of their role can be at times justified. Originality/value -The study has value for both consultants and clients. The role determinants model presented in the study highlights the main characteristics of the role of business consultants and helps both clients and consultants to rethink their approach to the consulting process.

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Section: Jmd 255mentioning

confidence: 99%

Consultant's role: a qualitative inquiry from the consultant's perspective

Kakabadse

Louchart

Kakabadse

2006

Journal of Management Development

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“…Like many other short-term consulting activities (Beeby et al, 1999), traditional intellectual capital management approaches rely heavily on experts from the outside world. Those experts, no matter how knowledgeable or experienced (Kieser, 1997), cannot stay with the firm when they finished their duties on a particular project.…”

Section: Intellectual Capital-related Methods In Use In Small and Medmentioning

confidence: 99%

Intellectual Capital and Support for Collaborative Decision Making in Small and Medium Enterprises

Humphreys

2008

Journal of Decision Systems

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This paper explores how collaborative decision-making can be improved through expanding decision makers' ability to access and process information related to intellectual capital. We describe the ICS (Intellectual Capital Statement) Process, and supporting ICS toolkit developed by Partners in the InCaS EU project. We describe how they were validated in practice to provide an open, semi-structured methodology designed to help Small and Medium Enterprises (SMEs) decide on their strengths and weaknesses regarding intellectual capital and its use within the firm.We also describe the creation and emergence of InCapedia, an interactive encyclopaedia for authoring, representing, accessing and communicating anything and everything to do with intellectual capital. We show how, together, InCapedia and the ICS toolkit support both the enhancement of contextual knowledge and the development of proceduralised contexts, and thus have the potential to nurture all aspects of collaborative decision processes in SMEs.

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Learning from Experience or Just Meeting Standards? The Future of Continuing Professional Development Provision for Special Educational Needs Co-ordinators

Davies¹,

Lee²

2001

Journal of In-service Education

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Consulting to a “hurt” or “upset” organisation

Cited by 6 publications

References 2 publications

Consultant's role: a qualitative inquiry from the consultant's perspective

Consultant's role: a qualitative inquiry from the consultant's perspective

Intellectual Capital and Support for Collaborative Decision Making in Small and Medium Enterprises

Learning from Experience or Just Meeting Standards? The Future of Continuing Professional Development Provision for Special Educational Needs Co-ordinators

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