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The Consultant–Client Relationship: Critical Perspectives on the Management of Organizational Change
0 references·16 citing·50 second hopsampled
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  • 2006The Best and the Brightest: The Construction, Significance and Effects of Elite Identities in Consulting Firms276 cited
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  • 2009Between Innovation and Legitimation— Boundaries and Knowledge Flow in Management Consultancy135 cited
  • 2014Consultants, consultancy and consultocracy in education policymaking in England125 cited
  • 2010Consultancy outputs and the purification of accounting technologies116 cited
  • 2013The Formation of Cross-Sector Development Partnerships: How Bridging Agents Shape Project Agendas and Longer-Term Alliances115 cited
  • 2009Making Sense Through Face: Identity and Social Interaction in a Consultancy Task Force110 cited
  • 2004Take the money and run? Organisational boundaries and consultants' roles102 cited
  • 2011Hollow from the start? Image professionalism in management consulting

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101 cited
  • 2005The ‘third hand’: Private sector consultants in public sector accounting change98 cited
  • 2011The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts96 cited