Knowledge creation for practice in public sector management accounting by consultants and academics: Preliminary findings and directions for future research

Beyond fragmentation and disconnect: Networks for knowledge exchange in the English land management advisory system

“…Thirdly, through a joint assignment or a shared client advisors from different firms may learn, or there may be formally orchestrated exchanges among advisors from different firms through professional organisations (Aslesen et al, 2008;Taminiau et al, 2009). Fourthly, through direct interaction and cooperation with researchers or by having hybrid identities of being both researcher and advisor at the same time new insights can be gained (Zhou et al, 2005;Van Helden et al, 2010).…”

“…New opportunities for learning and fresh insights that enable service innovation often occur at the boundaries of a CoP or NoP (Swan et al, 2002;Oreszczyn et al, 2010), through weak ties with other networks (Granovetter, 1985). For example, it has been found that new clients, contacts with researchers and recent graduates starting their careers as advisors may give established consultants new insights (Fosstenløkken et al, 2003;Taminiau et al, 2009;Zhou et al, 2005;Van Helden et al, 2010;Werr and Stjernberg, 2003). Because a decentralised network involves contacts with people which are outside the established CoPs and NoPs of advisors, and there may be boundaries in terms of culture, language, work procedures, often so-called boundary spanners or brokers are needed to exploit such weak ties (Oreszczyn et al, 2010;Klerkx and Leeuwis, 2009) and create linking social capital.…”

“…As the key knowledge source for advisors, professional bodies have the potential to occupy this more active knowledge broker role or specific organisations could be created for this purpose (see Klerkx and Leeuwis, 2009;Meyer, 2010;Ward et al, 2009). This may for example also include the employment of people with a position both in an advisory profession and in science, to benefit from hybrid identities (see Van Helden et al, 2010).…”

Balanced Scorecard and Efficiency: Design and Empirical Validation of a Strategic Map in the University by Means of DEA

“…In this context, it is not crucially important whether or not a production function is used in the measurement of performance, since it concerns an empirical production function. The studies on which we have based our approach apply to various different sectors of activity, in particular the studies of [38][39][40][41][42][43][44][45][46][47][48][49][50][51][52][53][54][55][56].…”

The permanence of temporary services: The reliance ofCanadian federal departments on policy and management consultants

“…These must not only more accurately assess the basic quantitative questions still outstanding in the field, such as how many consultants and contracts there are, and if their numbers grew over the past several decades, but also more carefully examine the qualitative questions. These are questions which centre on the nature of influence in governments and the role that consultants play in it, from the provision of direct advice to the more indirect creation of specific kinds of knowledge and its mobilization and use in policy deliberations (Weiss 1977(Weiss , 1986van Helden et al 2010).…”