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The concept of “client” from a process consultation perspective
5 references·16 citing·45 second hop
The concept of “client” from a process consultation perspective (1997)The concept of “client” from a process co…The Human Organization (1997)The Human OrganizationCreating appreciative learning cultures (1995)Creating appreciative learnin…Organizational culture and leadership (1993)Organizational culture and le…Organizational Transitions: Managing Complex Change (1977)Organizational Transitions: M…New Patterns of Management. (1962)New Patterns of Management.Aristotle and the Management Consultants: Shooting for Ethical Practice (2019)Aristotle and the Management …Examining Group Facilitation In Situ: The Use of Formulations in Facilitation Practice (2018)Examining Group Facilitation …Quality of consulting services and consulting fees (2015)Quality of consulting service…The process of psychological consultation (2014)The process of psychological …The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts (2011)The active client: The bounda…Knowledge production in consulting teams (2010)Knowledge production in consu…Unpacking the client(s): Constructions, positions and client–consultant dynamics (2009)Unpacking the client(s): Cons…The client in management consultancy research: Mapping the territory (2009)The client in management cons…Between Innovation and Legitimation— Boundaries and Knowledge Flow in Management Consultancy (2009)Between Innovation and Legiti…Role Negotiation and Interaction: An Exploratory Case Study of the Impact of Management Consultants on ERP System Implementation in SMEs in Taiwan (2008)Role Negotiation and Interact…The Contribution of Business Associations to SMEs (2007)The Contribution of Business …Light touch critical friendship (2007)Light touch critical friendsh…Expectations‐based evaluation of SME advice and consultancy: an example of business link services (2007)Expectations‐based evaluation…Consultant's role: a qualitative inquiry from the consultant's perspective (2006)Consultant's role: a qualitat…Critical friends: supporting leadership, improving learning (2004)Critical friends: supporting …Introduction: the origins of organizational development (2000)Introduction: the origins of …Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Exploration and Exploitation in Organizational Learning (1991)Basics of qualitative research : techniques and procedures for developing grounded theory (1998)Reconsidering Boundaries: Human Resource Management in a Networked World (2014)In the Land of the Blind, the One-Eyed Man Is King: Knowledge Brokerage in the Age of Learning Algorithms (2021)The organisational architecture of megaprojects (2021)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Handbook of Qualitative Research (1994)The SAGE handbook of qualitative research (2005)De‐Essentializing the Knowledge Intensive Firm: Reflections on Sceptical Research Going against the Mainstream (2011)Effects of complexity on the success of temporary organizations: Relationship quality and transparency as substitutes for formal coordination mechanisms (2013)Barriers to effective climate change mitigation: the case of senior government and business decision makers (2014)How To Do Things With Words (1975)The fifth discipline, the art and practice of the learning organization (1991)Metaphors We Live By (2003)Organizational Development, Leadership, Change, and the Future of Libraries (2004)The moderating role of environmental dynamism between firm emotional capability and performance (2008)Mediating effect of organizational learning and moderating role of environmental dynamism on the relationship between strategic change and firm performance (2019)Economic Action and Social Structure: The Problem of Embeddedness (1985)Foundations of social theory (1990)Institutions, Institutional Change and Economic Performance (1990)Local Business Voice (2011)The structural, social, and strategic factors associated with successful business networks (2011)‘We don’t deal with courts’: Cooperation and alternative institutions shaping exporting relationships of small and medium-sized enterprises in Ghana (2013)Situated Learning (1991)Situated Learning: Legitimate Peripheral Participation. 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this work references cited by second hop

References

  • 1993Organizational culture and leadership16,462 cited
  • 1962New Patterns of Management.3,105 cited
  • 1997The Human Organization573 cited
  • 1977Organizational Transitions: Managing Complex Change556 cited
  • 1995Creating appreciative learning cultures178 cited

Cited by

  • 2009Between Innovation and Legitimation— Boundaries and Knowledge Flow in Management Consultancy135 cited
  • 2007The Contribution of Business Associations to SMEs109 cited
  • 2011The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts96 cited
  • 2000Introduction: the origins of organizational development86 cited
  • 2009Unpacking the client(s): Constructions, positions and client–consultant dynamics83 cited
  • 2004Critical friends: supporting leadership, improving learning83 cited
  • 2009The client in management consultancy research: Mapping the territory77 cited
  • 2006Consultant's role: a qualitative inquiry from the consultant's perspective77 cited
  • 2007Light touch critical friendship64 cited
  • 2008Role Negotiation and Interaction: An Exploratory Case Study of the Impact of Management Consultants on ERP System Implementation in SMEs in Taiwan

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63 cited
  • 2007Expectations‐based evaluation of SME advice and consultancy: an example of business link services60 cited
  • 2018Examining Group Facilitation In Situ: The Use of Formulations in Facilitation Practice48 cited
  • 2014The process of psychological consultation36 cited
  • 2010Knowledge production in consulting teams33 cited
  • 2015Quality of consulting services and consulting fees32 cited
  • 2019Aristotle and the Management Consultants: Shooting for Ethical Practice27 cited