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Dangerous company: The consulting powerhouses and the businesses they save and ruin
0 references·16 citing·56 second hopsampled
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  • 2005PHARMACEUTICAL REASON: KNOWLEDGE AND VALUE IN GLOBAL PSYCHIATRY241 cited
  • 2013Disentangling the Effects of Team Competences, Team Adaptability, and Client Communication on the Performance of Management Consulting Teams194 cited
  • 2001Competition and Business Strategy in Historical Perspective161 cited
  • 2003Behavioral Coursework in Business Education: Growing Evidence of a Legitimacy Crisis153 cited
  • 2005Contested commodification: Consultancies and their struggle with new concept development119 cited
  • 2004Take the money and run? Organisational boundaries and consultants' roles102 cited
  • 2000Geographies of Industrial Convergence: The Case of Retail Banking101 cited
  • 2015Power and the diffusion of management ideas: The case of McKinsey & Co93 cited
  • 2007From prophets to profits: The occupational rhetoric of management consultants93 cited
  • 2006Are Consultants Moving Towards Professionalization?91 cited
  • 1999Factors for consulting engagement success90 cited
  • 2008A Consulting Diaspora? Enterprising Selves as Agents of Enterprise88 cited
  • 2006Consultant's role: a qualitative inquiry from the consultant's perspective77 cited
  • 2000Service quality in consulting: what is engagement success?

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58 cited
  • 2013Stretching Concepts: The Role of Competing Pressures and Decoupling in the Evolution of Organization Concepts52 cited
  • 2001The World's Newest Profession: Management Consulting in the Twentieth Century51 cited