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Take the money and run? Organisational boundaries and consultants' roles

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References

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317 cited

Cited by

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2019Management consulting: a review of fifty years of scholarly research63 cited
2008Inside Out? Organizational Membership, Ambiguity and the Ambivalent Identity of the Internal Consultant51 cited
2009From market sensing to new concept development in consultancies: The role of information processing and organizational capabilities45 cited
2012Practice what you preach: How consultants frame management concepts as enacted practice40 cited
2009Knowledge transfer across permeable boundaries: An empirical study of clients’ decisions to involve management consultants40 cited
2008The importance of context in store forecasting: The site visit in retail location decision-making35 cited
2016El periodista adaptativo. Consultores y directores de innovación analizan las cualidades del profesional de la comunicación33 cited
2019Aristotle and the Management Consultants: Shooting for Ethical Practice27 cited
2009Behind clients’ doors: What hinders client firms from “professionally” dealing with consultancy?27 cited
2009Classifying customers on the basis of their attitudes towards telemarketing20 cited
2012The role of interim managers in performance improvement: evidence from English local authorities15 cited