Towards a general model of consultancy

Craig C. Lundberg

18 citations0/0 files storedJournal of Organizational Change Management

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Management and Organizational Studies Organizational Change and Leadership Organizational Management and Change

Abstract

Outlines the foundations for a general theoretical model of consultancy. Specifies the assumptions, domain and model criteria and then goes on to define clients and consultants as meaning‐activity systems and the essence of consultancy as uncertainty reduction.

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References

1979The Social Psychology of Organizations.1969The social psychology of organizing 1986Organizational Culture and Leadership 1994Reframing Organizations: Artistry, Choice, and Leadership.1980The Case for Qualitative Research 2006Executives ‘ Perceptual Filters: What They Notice and How They Make Sense 1982Consulting to Management 1970The Problem of Rationality in the Social World

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2005The benefits of external support to SMEs 2007Compliance obstacles to competitiveness 2005Ritualism, symbolism and magic in consultancy practice 2002Professional Services Organizations and the Role of Consulting in the New Economy

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