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Seeing behind the look-alike management consultants
1 references·10 citing·44 second hop
Seeing behind the look-alike management consultants (1985)Seeing behind the look-alike management c…Agents of Planned Social Change: Congruence of Values, Cognitions and Actions (1974)Agents of Planned Social Chan…The paradoxical image of consultant expertise: a rhetorical deconstruction (2015)The paradoxical image of cons…Thinking Differently about Knowledge-Intensive Firms: Insights from Early Medieval Irish Monasticism (2005)Thinking Differently about Kn…Managing the interplay and tensions of consulting interventions (2002)Managing the interplay and te…Transaction cost theory and management consulting: Why do management consultants exist? (1998)Transaction cost theory and m…The practice of consultancy and a professional development strategy (1998)The practice of consultancy a…Management consultants: Client and consultant perspectives (1994)Management consultants: Clien…Consultancies: Agents of Organizational Development. Part I (1993)Consultancies: Agents of Orga…Initial perceptions of professional facilitators regarding GDSS impacts: a study using the grounded-theory approach (1992)Initial perceptions of profes…Internal and External Change Agents (1990)Internal and External Change …Consultation Research: Contributions to Practice and Directions for Improvement (1988)Consultation Research: Contri…The Nature of the Firm (1937)The Market for "Lemons": Quality Uncertainty and the Market Mechanism (1970)The Economic Institutions of Capitalism (1987)The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Case Study Research: Design and Methods (1984)Sensemaking in Organizations (1996)Consulting as story‐making (2004)The Nature Of Client–Consultant Interaction: A Critical Review (2012)Auditors’ and Specialists’ Views about the Use of Specialists during an Audit* (2014)Organization Development: Its Nature, Origins, and Prospects (1969)Corporate cultures: The rites and rituals of corporate life (1983)Organization Development and Change (2004)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)The Learning Company (1989)MANAGING THE KNOWLEDGE‐BASED ORGANIZATION: THE CASE OF ARCHITECTURAL PRACTICE (1993)Local government consultant performance measures: an empirical study (2005)Management consultant (process) performance in local government (2006)Success factors of management consulting (2014)A Theory of Cognitive Dissonance (1957)Theory in Practice: Increasing Professional Effectiveness (1976)Management consultancy in small firms: how does interaction work? (2006)A Theory of Cognitive Dissonance (2017)Management Consulting: Towards an Integrative Framework of Knowledge, Identity, and Power (2019)The Order of Things: An Archaeology of the Human Sciences. (1971)Community: Seeking Safety in an Insecure World (2007)Structuring Organizations (2015)Governance of old religious orders: Benedictines and Dominicans (2017)A shared boundary object: Financial innovation and engineering in Islamic financial institutions (2020)The reflective practitioner: How professionals think in action (1984)The work of nations: Preparing ourselves for 21st century capitalism (1992)Corporate Creep: An Institutional View Of Consultancies in a Non-Profit Organisation (2007)The theory of communicative action (2014)Frontiers in Group Dynamics (1947)Foundations of Behavioral Research (1974)New strategies to develop 'real' engagement by students with the learning of the knowledge and skills required for international competitiveness (1994)Experimental and Quasi-Experimental Designs for Research (1963)Handbook of Industrial and Organizational Psychology. (1977)Mixing Qualitative and Quantitative Methods: Triangulation in Action (1979)Behavioral Competencies, Goal Setting, and OD Practitioner Effectiveness (1993)Management consulting and international business support for SMEs: need and obstacles (2004)Organizational learning, change and power: toward a practice‐theory framework (2006)Planned Organizational Change: Toward Grounded Theory (1977)Community Matters: Realistic Group Conflict Theory and the Impact of Diversity (2005)Selecting Change Agents: Exploring Traits and Skills in a Simulated Environment (2007)
this work references cited by second hop

References

  • 1974Agents of Planned Social Change: Congruence of Values, Cognitions and Actions91 cited

Cited by

  • 1994Management consultants: Client and consultant perspectives65 cited
  • 1998The practice of consultancy and a professional development strategy49 cited
  • 2005Thinking Differently about Knowledge-Intensive Firms: Insights from Early Medieval Irish Monasticism46 cited
  • 2002Managing the interplay and tensions of consulting interventions39 cited
  • 1988Consultation Research: Contributions to Practice and Directions for Improvement38 cited
  • 1990Internal and External Change Agents25 cited
  • 1993Consultancies: Agents of Organizational Development. Part I23 cited
  • 1998Transaction cost theory and management consulting: Why do management consultants exist?21 cited
  • 1992Initial perceptions of professional facilitators regarding GDSS impacts: a study using the grounded-theory approach19 cited
  • 2015The paradoxical image of consultant expertise: a rhetorical deconstruction19 cited

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