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Management ConsultancyBoundaries and Knowledge in Action$
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Andrew Sturdy, Karen Handley, Timothy Clark, and Robin Fincham

Print publication date: 2009

Print ISBN-13: 9780199212644

Published to Oxford Scholarship Online: May 2009

DOI: 10.1093/acprof:oso/9780199212644.001.0001

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Consultancy, knowledge, and boundaries

Consultancy, knowledge, and boundaries

(p.1) 1 Consultancy, knowledge, and boundaries
Management Consultancy

Andrew Sturdy (Contributor Webpage)

Karen Handley (Contributor Webpage)

Timothy Clark (Contributor Webpage)

Robin Fincham (Contributor Webpage)

Oxford University Press

The rationale for the book is introduced on the basis of the importance of management consultancy and the empirical neglect in the literature of consultancy projects in action. The literature on management consultancy and related topics is reviewed and the study is located within these various fields. Emphasis is given to a critique of accounts of knowledge transfer or flow in consultancy which tends to see consultants as outsiders who bring outside knowledge to clients. More recent studies are then explored which point to greater variety, complexity, and dynamism in client‐consultant relations although retain a largely traditional view of knowledge transfer. The book's structure is briefly introduced.

Keywords:   management consultancy, knowledge, boundaries, relationships, literature review

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