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Constructing Asymmetry and Symmetry in Relationships Within a Consulting System
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Constructing Asymmetry and Symmetry in Relationships Within a Consulting System (2007)Constructing Asymmetry and Symmetry in Re…Organizational Learning: (2018)Organizational Learning:Handbook of action research (2006)Handbook of action researchThe SAGE Handbook of Organizational Discourse (2004)The SAGE Handbook of Organiza…Management Consultant Talk: A Cross-Cultural Comparison of Normalizing Discourse and Resistance (2004)Management Consultant Talk: A…Discourse and Power (2004)Discourse and PowerConsulting as a Liminal Space (2003)Consulting as a Liminal SpaceHandbook of Action Research Participative Inquiry and Practice (2001)Handbook of Action Research P…The Consultant–Client Relationship: Critical Perspectives on the Management of Organizational Change (1999)The Consultant–Client Relatio…Process consultation revisited : building the helping relationship (1999)Process consultation revisite…Telling Tales: Management Gurus' Narratives and the Construction of Managerial Identity (1998)Telling Tales: Management Gur…The Consultancy Process — An Insecure Business? (1997)The Consultancy Process — An …Qualitative research : theory, method and practice (1997)Qualitative research : theory…THE ROLE OF MANAGEMENT CONSULTANTS IN THE DEVELOPMENT OF INFORMATION TECHNOLOGY: THE INDISSOLUBLE NATURE OF SOCIO‐POLITICAL AND TECHNICAL SKILLS* (1995)THE ROLE OF MANAGEMENT CONSUL…ORGANIZATIONS AS RHETORIC: KNOWLEDGE‐INTENSIVE FIRMS AND THE STRUGGLE WITH AMBIGUITY (1993)ORGANIZATIONS AS RHETORIC: KN…Frameworks of Power (1989)Frameworks of PowerStructures of Social Action (1985)Structures of Social ActionAbsorptive Capacity: A New Perspective on Learning and Innovation (1990)Intellectual capital: an exploratory study that develops measures and models (1998)Collective Efficacy Beliefs:Theoretical Developments, Empirical Evidence, and Future Directions (2004)Kurt Lewin and the Planned Approach to Change: A Re‐appraisal (2004)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Outline of a Theory of Practice. (1980)The Adolescence of Institutional Theory (1987)Knowledge, Knowledge Work and Organizations: An Overview and Interpretation (1995)Why Information Technology Inspired but Cannot Deliver Knowledge Management (1999)Knowledge Sharing in Organizations: A Conceptual Framework (2003)The Structure of Scientific Revolutions (1963)Qualitative research and evaluation methods (1980)Handbook of Qualitative Research (1994)Burnout in Organizational Life (2004)A guide for naming research studies in Psychology (2007)Organizational Change and Managerial Sensemaking: Working Through Paradox (2008)Discourse Analysis as Theory and Method (2002)Identity and interaction: a sociocultural linguistic approach (2005)Using thematic analysis in psychology (2006)Dilemmas in qualitative health research (2000)Sampling Knowledge: The Hermeneutics of Snowball Sampling in Qualitative Research (2008)Urban Regimes and the Capacity to Govern: A Political Economy Approach (1993)From Hegemonic Masculinity to the Hegemony of Men (2004)Power in global governance (2004)Bridging Uncertainty in Management Consulting: The Mechanisms of Trust and Networked Reputation (2003)Power in Management and Organization Science (2014)Management Research as a Design Science: Articulating the Research Products of Mode 2 Knowledge Production in Management (2005)Validity in qualitative research revisited (2006)Reframing Professional Development Through Understanding Authentic Professional Learning (2009)1 Constitutional Amendments: “Materializing” Organizational Communication (2009)Critical performativity: The unfinished business of critical management studies (2009)Ways of constructing research questions: gap-spotting or problematization? (2010)Does Team Building Work? (2009)Facilitated modelling in operational research (2009)Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development (2010)
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References

  • 1997Qualitative research : theory, method and practice4,204 cited
  • 1985Structures of Social Action4,171 cited
  • 2006Handbook of action research2,381 cited
  • 1989Frameworks of Power2,333 cited
  • 2001Handbook of Action Research Participative Inquiry and Practice2,173 cited
  • 2018Organizational Learning:1,648 cited
  • 1993ORGANIZATIONS AS RHETORIC: KNOWLEDGE‐INTENSIVE FIRMS AND THE STRUGGLE WITH AMBIGUITY812 cited
  • 2004The SAGE Handbook of Organizational Discourse691 cited
  • 1999Process consultation revisited : building the helping relationship589 cited
  • 1997The Consultancy Process — An Insecure Business?473 cited
  • 2003Consulting as a Liminal Space458 cited
  • 1999The Consultant–Client Relationship: Critical Perspectives on the Management of Organizational Change355 cited
  • 1998Telling Tales: Management Gurus' Narratives and the Construction of Managerial Identity298 cited
  • 1995THE ROLE OF MANAGEMENT CONSULTANTS IN THE DEVELOPMENT OF INFORMATION TECHNOLOGY: THE INDISSOLUBLE NATURE OF SOCIO‐POLITICAL AND TECHNICAL SKILLS*232 cited
  • 2004Management Consultant Talk: A Cross-Cultural Comparison of Normalizing Discourse and Resistance229 cited

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  • 2004Discourse and Power229 cited
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