Outside expertise and sector knowledge
Outside expertise and sector knowledge
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. Secondly, ‘the sector’ itself can be seen as a knowledge formation in its own right where client‐firm dynamics are negotiated with external networks, giving rise to the sector as a separate institutional space. 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.
Keywords: knowledge, management consultancy, case studies, industrial sector, inclusion
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