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Configuring expert knowledge: the consultant as sector specialist
16 references·4 citing·46 second hop
Configuring expert knowledge: the consultant as sector specialist (2008)Configuring expert knowledge: the consult…Guess who's coming to dinner? Structures and uses of liminality in strategic management consultancy (2006)Guess who's coming to dinner?…Knowledge Management (2005)Knowledge ManagementKnowledge Work and Knowledge-Intensive Firms (2004)Knowledge Work and Knowledge-…Valuing Internal vs. External Knowledge: Explaining the Preference for Outsiders (2003)Valuing Internal vs. External…Exploring Management Consulting Firms as Knowledge Systems (2003)Exploring Management Consulti…A Pragmatic View of Knowledge and Boundaries: Boundary Objects in New Product Development (2002)A Pragmatic View of Knowledge…What's in a Fashion? Interpretative Viability and Management Fashions (2001)What's in a Fashion? Interpre…Colonizing Knowledge: Commodification as a Dynamic of Jurisdictional Expansion in Professional Service Firms (2001)Colonizing Knowledge: Commodi…CLEARING A PATH THROUGH THE MANAGEMENT FASHION JUNGLE: SOME PRELIMINARY TRAILBLAZING. (2000)CLEARING A PATH THROUGH THE M…The Consultant–Client Relationship: Critical Perspectives on the Management of Organizational Change (1999)The Consultant–Client Relatio…Expert Power and Control in Late Modernity: An Empirical Review and Theoretical Synthesis (1996)Expert Power and Control in L…ORGANIZATIONS AS RHETORIC: KNOWLEDGE‐INTENSIVE FIRMS AND THE STRUGGLE WITH AMBIGUITY (1993)ORGANIZATIONS AS RHETORIC: KN…Institutional conditions for diffusion (1993)Institutional conditions for …The System of Professions (1988)The System of ProfessionsTHE CONTEXT AND PROCESS OF ORGANIZATIONAL TRANSFORMATION ‐ CADBURY LIMITED IN ITS SECTOR (1987)THE CONTEXT AND PROCESS OF OR…The Professionalization of Everyone? 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References

  • 1988The System of Professions7,723 cited
  • 2002A Pragmatic View of Knowledge and Boundaries: Boundary Objects in New Product Development3,483 cited
  • 2005Knowledge Management2,552 cited
  • 1964The Professionalization of Everyone?2,398 cited
  • 1993Institutional conditions for diffusion2,137 cited
  • 2004Knowledge Work and Knowledge-Intensive Firms904 cited
  • 1993ORGANIZATIONS AS RHETORIC: KNOWLEDGE‐INTENSIVE FIRMS AND THE STRUGGLE WITH AMBIGUITY812 cited
  • 2003Valuing Internal vs. External Knowledge: Explaining the Preference for Outsiders614 cited
  • 2001What's in a Fashion? Interpretative Viability and Management Fashions493 cited
  • 1996Expert Power and Control in Late Modernity: An Empirical Review and Theoretical Synthesis448 cited
  • 1999The Consultant–Client Relationship: Critical Perspectives on the Management of Organizational Change355 cited
  • 2001Colonizing Knowledge: Commodification as a Dynamic of Jurisdictional Expansion in Professional Service Firms329 cited
  • 2003Exploring Management Consulting Firms as Knowledge Systems326 cited
  • 1987THE CONTEXT AND PROCESS OF ORGANIZATIONAL TRANSFORMATION ‐ CADBURY LIMITED IN ITS SECTOR293 cited
  • 2006Guess who's coming to dinner? Structures and uses of liminality in strategic management consultancy

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259 cited
  • 2000CLEARING A PATH THROUGH THE MANAGEMENT FASHION JUNGLE: SOME PRELIMINARY TRAILBLAZING.258 cited
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    • 2021How professional actions connect and protect39 cited
    • 2019Telling and selling the value of diversity and inclusion—External consultants' discursive strategies and practices27 cited
    • 2015The communication consultant: an important translator for communication management21 cited
    • 2013Deus ex machina? Career progress and the contingent benefits of knowledge management systems16 cited