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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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Outside expertise and sector knowledge

Outside expertise and sector knowledge

Chapter:
(p.93) 5 Outside expertise and sector knowledge
Source:
Management Consultancy
Author(s):

Andrew Sturdy (Contributor Webpage)

Karen Handley (Contributor Webpage)

Timothy Clark (Contributor Webpage)

Robin Fincham (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199212644.003.0005

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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