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Management Consultancy
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Management Consultancy: Boundaries and Knowledge in Action

Andrew Sturdy, Karen Handley, Timothy Clark, and Robin Fincham

Abstract

Drawing on a three‐year, in‐depth, ‘fly‐on‐the‐wall’ study of client‐management consultant interactions, knowledge flow in management consultancy projects is shown to be mediated by multiple and shifting boundaries or ‘insider‐outsider’ relationships. 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 ... More

Keywords: management consultancy, knowledge, projects, boundaries, action, relationships, professional services, organizational change, management innovation, client

Bibliographic Information

Print publication date: 2009 Print ISBN-13: 9780199212644
Published to Oxford Scholarship Online: May 2009 DOI:10.1093/acprof:oso/9780199212644.001.0001

Authors

Affiliations are at time of print publication.

Andrew Sturdy, author
Professor of Organizational Behaviour, Warwick Business School, University of Warwick
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Karen Handley, author
Senior Lecturer in HRM and Organisational Behaviour, Oxford Brookes University Business School
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Timothy Clark, author
Professor of Organizational Behaviour, Durham Business School, University of Durham
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