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Management Consultancy Boundaries And Knowledge In Action Pdf

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Exploration for new knowledge is critical to the performance of professional service firms. Yet, to date prior studies of individual-level boundary spanning have focused primarily on the benefits of boundary spanning and only recently begun to address the costs of building and maintaining boundary spanning ties. We add to this stream of research and propose that the knowledge exploration benefits of internal boundary spanning ties accrue more slowly than the costs, resulting in a curvilinear relationship with knowledge exploration.

Management Consultancy: Boundaries and Knowledge in Action

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Developing the theme of how shared knowledge domains can enable knowledge flow discussed in the previous chapter, knowledge of the client's industrial sector is examined in the specific contexts of four case studies. Here, clients as well as consultants can be seen as outsiders and as active agents of management knowledge, or external sector expertise. First the process of sector knowledge construction reveals how consultants use expertise in decision making and supporting claims of legitimacy. Finally, it is argued that the value of sector knowledge to both parties means that it can serve as a bridge to transcend other boundaries while also denying opportunities for the inclusion of those who lack this form of contextual knowledge. As we have seen, this expertise is typically associated with mastery of some technique or an area of abstract skill bought in by the client organization as it is not possessed internally. This kind of professional knowledge flow certainly was apparent in some of our cases, such as in the domain of project management at Prison. However, we have argued that the outsider view consistently neglects the extent to which such expertise is shared by clients and consultants in project teams and how this can enable knowledge flow and knowledge exploitation.

This challenges dominant assumptions about management consultancy as being either a source of new ideas and processes or simply the legitimation of client knowledge. Rather, different actors, roles, and types of knowledge are involved in an interactive and dynamic process where various boundaries are constructed, reinforced, negotiated, and trans Rather, different actors, roles, and types of knowledge are involved in an interactive and dynamic process where various boundaries are constructed, reinforced, negotiated, and transformed. The chapters selectively explore these dynamics, revealing the importance of boundary complexity; the role of humour and challenge in often tense relationships; and the importance of shared knowledge domains such as sector knowledge. They are based upon a model of client—consultant relationships developed from theories of knowledge and social boundaries. Keywords: management consultancy , knowledge , projects , boundaries , action , relationships , professional services , organizational change , management innovation , client.

Outside expertise and sector knowledge

This article introduces management consultants and management consultancy, which have quickly become an important part of modern organizations. It notes that research on management consultancy is an interdisciplinary effort and can help identify some crucial issues that have surrounded social science for the past half decade. It then addresses the ambiguity of the definition of management consultancy and the importance of management consultants. It then presents a chronological overview of research publications on the management consulting industry. The rest of the article summarizes work on management consulting. Keywords: management consultancy , management consultants , modern organizations , social science , management consulting industry , research publications.

Journal of management studies 43 3 , , Journal of management studies 34 3 , , British Journal of Management 22 3 , , Within and beyond communities of practice: Making sense of learning through participation, identity and practice K Handley, A Sturdy, R Fincham, T Clark Journal of management studies 43 3 , , The consultancy process—an insecure business? A Sturdy Journal of management studies 34 3 , , The adoption of management ideas and practices: Theoretical perspectives and possibilities A Sturdy Management Learning 35 2 , ,

Researching Management Consulting: An Introduction to the Handbook

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Management Consultancy: Boundaries and Knowledge in Action

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5 Comments

Samantha H. 06.06.2021 at 15:43

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Drawing on a three‐year, in‐depth, 'fly‐on‐the‐wall' study of client‐management consultant interactions, knowledge flow in management consultancy projects is.

Pompei R. 15.06.2021 at 23:52

Singapore Management University.

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