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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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Re‐thinking potentials for knowledge flow

Re‐thinking potentials for knowledge flow

(p.73) 4 Re‐thinking potentials for knowledge flow
Management Consultancy

Andrew Sturdy (Contributor Webpage)

Karen Handley (Contributor Webpage)

Timothy Clark (Contributor Webpage)

Robin Fincham (Contributor Webpage)

Oxford University Press

By applying the framework of knowledge flow and boundaries which was developed in Chapters 1 and 2, data from four case studies of consultancy projects is analysed. Boundary multiplicity, complexity and dynamism (multiple insider–outsider relations) are revealed. Different bases for physical (e.g. spatial) and cultural (e.g. knowledge) boundary relations are outlined before focusing on the different actors and roles involved and their relationship dynamics and politics (e.g. patterns of in/exclusion). Overall, it is argued that the dominant assumption in accounts of learning from management consultants — new knowledge from outsiders — both over‐ and under‐estimates the micro‐structural potentials for knowledge flow.

Keywords:   boundaries, management consultancy, projects, knowledge, cognitive distance, insiders, case studies

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