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The consulting process in action
0 references·16 citing·52 second hopsampled
The consulting process in action (1978)The consulting process in actionThe active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts (2011)The active client: The bounda…Management innovation through standardization: Consultants as standardizers of organizational practice (2011)Management innovation through…Toward a reframing of action research for human resource and organization development (2010)Toward a reframing of action …The client in management consultancy research: Mapping the territory (2009)The client in management cons…Client–consultant interaction: Capturing social practices of professional service production (2009)Client–consultant interaction…Action Research as a Proactive Research Method for Construction Engineering and Management (2009)Action Research as a Proactiv…Consultant's role: a qualitative inquiry from the consultant's perspective (2006)Consultant's role: a qualitat…Roles, Politics, and Ethics in Action Research Design (2005)Roles, Politics, and Ethics i…Managing Organizational Culture and Imperialism (2003)Managing Organizational Cultu…Low‐ and high‐context communication patterns: towards mapping cross‐cultural encounters (2001)Low‐ and high‐context communi…Writing the Left out of Management Theory: The Historiography of the Management of Change (1999)Writing the Left out of Manag…Distinguishing action research from participative case studies (1997)Distinguishing action researc…A Critical Perspective on Action Research as a Method for Information Systems Research (1996)A Critical Perspective on Act…Ethical dilemmas in organization development: A cross-cultural analysis (1992)Ethical dilemmas in organizat…The Facilitation of Organizational Change: An Empirical Study of Factors Predicting Change Agents' Effectiveness (1988)The Facilitation of Organizat…Consultation in Special Education (Part II) (1987)Consultation in Special Educa…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)Strategies for Planned Change. 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  • 1996A Critical Perspective on Action Research as a Method for Information Systems Research390 cited
  • 2011Management innovation through standardization: Consultants as standardizers of organizational practice190 cited
  • 1997Distinguishing action research from participative case studies169 cited
  • 1999Writing the Left out of Management Theory: The Historiography of the Management of Change162 cited
  • 2009Action Research as a Proactive Research Method for Construction Engineering and Management130 cited
  • 2009Client–consultant interaction: Capturing social practices of professional service production103 cited
  • 2011The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts96 cited
  • 2001Low‐ and high‐context communication patterns: towards mapping cross‐cultural encounters90 cited
  • 2005Roles, Politics, and Ethics in Action Research Design85 cited
  • 1992Ethical dilemmas in organization development: A cross-cultural analysis82 cited
  • 2009The client in management consultancy research: Mapping the territory77 cited
  • 2006Consultant's role: a qualitative inquiry from the consultant's perspective77 cited
  • 1987Consultation in Special Education (Part II)76 cited

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2003
Managing Organizational Culture and Imperialism
65 cited
  • 2010Toward a reframing of action research for human resource and organization development65 cited
  • 1988The Facilitation of Organizational Change: An Empirical Study of Factors Predicting Change Agents' Effectiveness62 cited