Do Clients Really Become More ‘Professional’? - Analyzing Clients’ New Ways of Managing Consultants

Jung, Nicole

doi:10.2139/ssrn.1440684

Cited by 1 publication

(1 citation statement)

References 69 publications

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“…Much of the latest research on this topic has emphasized the knowledge and agency of clients in the process of negotiating consultancy projects (Czarniawska and Mazza, 2003). There is also a growing body of evidence that clients have started to become more systematic and demanding in their use of consulting firms, especially with regard to procurement practices (Werr and Permer, 2007;Jung, 2008). Indeed, it is argued by some that client procurement functions are going too far in their efforts to drive down margins and are driving a wedge between client end-users and consultants (O'Mahoney, 2014).…”

Section: Explaining the Rise Of Management Consultingmentioning

confidence: 99%

Inter-Organizational Networks in Health Care

Sheaff¹,

Schofield²

2016

Oxford Handbooks Online

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Inter-organizational networks have proliferated in health systems, as has network research, but coherent explanations relating the varieties of health network to their respective structures, activities and outcomes remain lacking. Focusing on their core productive processes and their governance structures, this chapter contrasts care networks with program networks. It compares these concepts with findings from some primary research on NHS health networks during 2005–10, and notes some implications for network theory and research. NHS networks’ dense, flat structures reflect these networks’ dual function as both care and as program networks. These findings are relevant to the “integrated care” networks developing in many health systems. The development of these networks appears, partly, to be a workaround for the obstacles that market and quasi-market health systems place in the way of coordinating complex care across multiple separate providers.

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Section: Explaining the Rise Of Management Consultingmentioning

confidence: 99%