Consultants have become a common feature in organizational change initiatives, involved in both providing advice and in implementing ideas and solutions. However, management consultancy is still often misunderstood or criticized for its lack of theoretical underpinning. The book offers applied theoretical insights from academics that both teach and practice management consultancy, and identifies emerging themes with critical discourse and rich empirical case study evidence to show the reader how management consultancy projects are implemented. Real-world projects are featured, as written up as…mehr
Consultants have become a common feature in organizational change initiatives, involved in both providing advice and in implementing ideas and solutions. However, management consultancy is still often misunderstood or criticized for its lack of theoretical underpinning. The book offers applied theoretical insights from academics that both teach and practice management consultancy, and identifies emerging themes with critical discourse and rich empirical case study evidence to show the reader how management consultancy projects are implemented. Real-world projects are featured, as written up as cases featuring organizations from multi-national corporations to the public sector.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Dr Graham Manville CMC, MBA, PhD is a Senior Lecturer in Business and Management, the Director of Employability and Enterprise for Norwich Business School, University of East Anglia, Norwich, UK. He has won several national and international awards in the field of research and consulting. In addition, he is a Director of Longview Consulting Ltd. Dr Olga Matthias CMC, DBA is a Senior Lecturer in Operations Management, School of Management, University of Bradford, UK. Previously, she had a long career at PA Consulting Group in the Business Operations and Performance practice. Julian Campbell MBA is the Programme Director for the Executive MBA at the Norwich Business School, University of East Anglia, Norwich, UK. He is also a visiting Professor in Entrepreneurship at Vysoka Skola Ekonomicka in Prague. Prior to working in academia, he ran his own consultancy practice specialising in brand management with clients in Africa, Eastern Europe and the Middle East.
Inhaltsangabe
Introduction Section A: Academic Discourse 1. The Management Consultant: The Hermes of Our Time Ian Fouweather 2. The Challenges and Opportunities of Stylized Facts for Management Consulting Modeling and Theory Development Renae Agrey and Henry Xu 3. Create More Value for All: A Human Dignity Oriented Approach to Consultancy P. Matthijs Bal and Simon B. de Jong 4. The Role of Client Knowledge in Consulting Projects: Explorative, Exploitative and Ambidextrous Approaches Jason Cordier, Alejandra Marin and Hilmy Cader 5. To Be or Not to Be an Internal Consultant Julie Hodges 6. Consulting in the Public Sector Rod Scott and Olga Matthias 7. Applying Research Methods in Strategy Consulting Graham Manville and Chand Chudasama 8. Consultancy in Management Education Olga Matthias and Julian Campbell Section B: Practical Implementation Using Case Study 9. Developing Capacity for Farm Consultancy in New Zealand Lorraine Warren and Peter Allen 10. A Collaboration for Better Healthcare Andrew Hine and Karen Lynas 11. An Organisational Transistion: A Case of Preparation, Persistence and Person Centredness Elissa Farrow 12. Cross-Cultural Management Consulting: From Cultural Awareness to Global Competence Richard D. Lewis, Iouri P. Bairatchnyi and Caroline Lewis 13. Talent Management within XYZ Global Investment Bank Oliver Rodway and Graham Manville 14. Making Lemonade from Lemons: The Role of Client-Consultant Knowledge as the Limoneira Company Goes Global Jason Cordier and Tahir Hameed 15. Public Sector Management Consulting in Sub-Saharan Africa Elizabeth Kariuki 16. Indigeneity and Management Consulting in Aotearoa, New Zealand Jason Paul Mika 17. Consultants: The Custodians of Best Practices Brett Knowles and Graham Manville Conclusion
Introduction Section A: Academic Discourse 1. The Management Consultant: The Hermes of Our Time Ian Fouweather 2. The Challenges and Opportunities of Stylized Facts for Management Consulting Modeling and Theory Development Renae Agrey and Henry Xu 3. Create More Value for All: A Human Dignity Oriented Approach to Consultancy P. Matthijs Bal and Simon B. de Jong 4. The Role of Client Knowledge in Consulting Projects: Explorative, Exploitative and Ambidextrous Approaches Jason Cordier, Alejandra Marin and Hilmy Cader 5. To Be or Not to Be an Internal Consultant Julie Hodges 6. Consulting in the Public Sector Rod Scott and Olga Matthias 7. Applying Research Methods in Strategy Consulting Graham Manville and Chand Chudasama 8. Consultancy in Management Education Olga Matthias and Julian Campbell Section B: Practical Implementation Using Case Study 9. Developing Capacity for Farm Consultancy in New Zealand Lorraine Warren and Peter Allen 10. A Collaboration for Better Healthcare Andrew Hine and Karen Lynas 11. An Organisational Transistion: A Case of Preparation, Persistence and Person Centredness Elissa Farrow 12. Cross-Cultural Management Consulting: From Cultural Awareness to Global Competence Richard D. Lewis, Iouri P. Bairatchnyi and Caroline Lewis 13. Talent Management within XYZ Global Investment Bank Oliver Rodway and Graham Manville 14. Making Lemonade from Lemons: The Role of Client-Consultant Knowledge as the Limoneira Company Goes Global Jason Cordier and Tahir Hameed 15. Public Sector Management Consulting in Sub-Saharan Africa Elizabeth Kariuki 16. Indigeneity and Management Consulting in Aotearoa, New Zealand Jason Paul Mika 17. Consultants: The Custodians of Best Practices Brett Knowles and Graham Manville Conclusion
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