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Critical Consulting: New Perspectives on the Management Advice Industry / Edition 1
     

Critical Consulting: New Perspectives on the Management Advice Industry / Edition 1

by Timothy Clark, Robin Fincham
 

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ISBN-10: 0631218203

ISBN-13: 9780631218203

Pub. Date: 10/16/2001

Publisher: Wiley

The critical analysis presented here evaluates what management consultants offer as well as analysing the emergence of their industry as a contemporary social phenomenon.
  • Presents the latest research from the most influential researchers in the field.
  • Takes an inter-disciplinary approach, chapters analyse critical theory,

Overview

The critical analysis presented here evaluates what management consultants offer as well as analysing the emergence of their industry as a contemporary social phenomenon.

  • Presents the latest research from the most influential researchers in the field.
  • Takes an inter-disciplinary approach, chapters analyse critical theory, organizational behaviour, sociology, psychology, actor-network theory and narrative analysis.
  • Provides the first critical evaluation of the different actors and activities that comprise the management advice sector.

Product Details

ISBN-13:
9780631218203
Publisher:
Wiley
Publication date:
10/16/2001
Pages:
296
Product dimensions:
7.00(w) x 10.00(h) x 0.62(d)

Related Subjects

Table of Contents

List of Figures and Tables.

Notes on Contributors.

Introduction: The Emergence of Critical Perspectives on Consulting: Robin Fincham (Stirling University) and Timothy Clark (King's College).

Part I: Setting the Scene: The Nature of Management Consultancy and Management Advice:.

1. Consulting: What Should it Mean?: Edgar H Schein (MIT Sloan School of Management).

2. Trapped in their Wave: The Evolution of Management Consultancies: Matthias Kipping (University of Reading).

3. The Rise of Consultancy and the Prospect for Regions: Peter Wood (University College London).

4. On Knowledge, Business Consultants and the Selling of TQM: Karen Legge (University of Warwick).

Part II: The Contexts of Management Consultancy and Management Advice:.

5. Virtual Stories of Virtual Working: Critical Reflections on CTI Consultancy Discourse: Peter Case (Oxford Brookes University).

6. The Vision Thing: Constructing Technology and the Future in Management Advice: Brian P Bloomfield (Lancaster University Management School) and Theo Vurdubakis (Manchester School of Management).

7. Front-Line Diffusion: The Production and Negotiation of Knowledge Through Training Interactions: Andrew Sturdy (University of Melbourne).

8. Knowledge Legitimation and Audience Affiliation Through Storytelling: The Example of Management Gurus: Timothy Clark (King's College) and David Greatbatch (Independent Social Scientist).

9. A Fantasy Theme Analysis of Three Guru-Led Management Fashions: Brad Jackson (Victoria University of Wellington).

Part III: Critical Reflections on Management Consultancy and Management Advice:.

10. Charisma versus Technique: Differentiating the Expertise of Management Gurus and Management Consultants: Robin Fincham (Stirling University).

11. On Communication Barriers between Management Science, Consultancies and Business Companies: Alfred Kieser (University of Mannheim).

12. Professionalism and Politics in Management Consultancy Work: Mats Alvesson (Lund University) and Anders W Johansson (Jonkoping International Business School, Sweden).

13. Understanding Advice: Towards a Sociology of Management Consultancy: Graeme Salaman (Open University).

14. What Next? More Critique of Consultants, Gurus and Managers: Frank Heller (Centre for Decision Making Studies).

Index.

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