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A Multidimensional Model of Client Success When Engaging External Consultants
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  • 2002Techniques for improving response rates in OM survey research347 cited
  • 2013Disentangling the Effects of Team Competences, Team Adaptability, and Client Communication on the Performance of Management Consulting Teams194 cited
  • 2011Consultancy's Consequences? A Critical Assessment of Management Consultancy's Impact on Management187 cited
  • 2005The critical success factors in the client‐consulting relationship174 cited
  • 2008TQM consultant selection in SMEs with TOPSIS under fuzzy environment145 cited
  • 1998Provider and customer expectations of successful simulation projects109 cited
  • 2009Client–consultant interaction: Capturing social practices of professional service production103 cited
  • 1999Factors for consulting engagement success90 cited
  • 2006The satisfaction levels of UK construction clients based on the performance of consultants69 cited
  • 2008Role Negotiation and Interaction: An Exploratory Case Study of the Impact of Management Consultants on ERP System Implementation in SMEs in Taiwan63 cited
  • 2000Service quality in consulting: what is engagement success?58 cited
  • 2014E-readiness of website acceptance and implementation in SMEs55 cited
  • 2013The Influence of IT Management Sophistication and IT Support on IT Success in Small and Medium‐Sized Enterprises51 cited

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  • 2009Coordination in Consultant-Assisted IS Projects: An Agency Theory Perspective47 cited
  • 2014Success factors of management consulting44 cited
  • 2005Global–local negotiations for implementing configurable packages: The power of initial organizational decisions43 cited