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Management Consultancy
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Table of Contents

1: Consultancy, Knowledge, and Boundaries 2: Boundaries and Knowledge Flow 3: The Case Studies 4: Re-thinking Potentials for Knowledge Flow 5: Outside Expertise and 'Sector Knowledge' 6: Challenge - Testing Boundaries 7: Humour and Boundary Tensions 8: Conclusion - Beyond Boundaries and Projects

About the Author

Andrew Sturdy is Professor of Organisational Behaviour at Warwick Business School, University of Warwick, UK. His research is focused on the global and local flow of management ideas and is widely cited in academic and popular media. In addition to his research with diverse client and consulting organisations, he advises various government agencies on the use of management consultancy. He is currently leading a research project on internal consultancy in the UK funded by Economic and Social Research Council (ESRC). Karen Handley is Senior Lecturer in HRM and Organisational Behaviour at Oxford Brookes University Business School. Before entering academia, she worked as a Principal Consultant in two management consultancy organizations. Her previous research investigated workplace learning in management consultancy organisations and she is currently Assistant Director of a research project, Engaging Students with Assessment Feedback, funded by the Higher Education Academy. Timothy Clark is Professor of Organisational Behaviour at Durham Business School, Durham University. He has conducted a series of consultancy research projects resulting in influential publications, including Managing Consultants (Open University Press, 1995) and Critical Consulting: New Perspectives on the Management Advice Industry (2002, Blackwell, with R. Fincham). He has been on the national Judging Panel of the UK MCA-Management Today Consultancy Competition since 2002. Robin Fincham is Professor of Organisational Behaviour in the Department of Management and Organisation, University of Stirling. His research interests have focused on innovation, particularly the strategic use of IT and, more recently, the role of management knowledge and ideas in organizational change and expert labour. His published work includes a co-authored book, Expertise and Innovation (1994, Oxford University Press) and a collection (co-edited with T. Clark), Critical Consulting: New Perspectives on the Management Advice Industry (2002, Blackwell).

Reviews

This book adds a great deal to the study of consulting. It makes consistent and strong arguments, backed up by a solid empirical base, for a process-based approach to consulting work and to boundaries and knowledge flow within it. * Management Learning *
An important contribution to the practice and research of consulting. There are rich descriptions, a framework that organizes the findings including surfacing interesting inconsistencies and gaps, and intriguing suggestion about future enquiries. * Chris Argyris, the James Conant Professor of Education and Organizational Behavior Emeritus at Harvard University *

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