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The management consultancy effect: Demand inflation and its consequences in the sourcing of external knowledge
16 references·8 citing·40 second hop
The management consultancy effect: Demand inflation and its consequences in the sourcing of external knowledge (2020)The management consultancy effect: Demand…A Government that Worked Better and Cost Less? (2015)A Government that Worked Bett…The Oxford Handbook of Management Consulting (2012)The Oxford Handbook of Manage…Recognizing Public Value (2012)Recognizing Public ValueThe dark side of buyer–supplier relationships: A social capital perspective⋆ (2010)The dark side of buyer–suppli…The World's Newest Profession (2006)The World's Newest ProfessionThe Economics and Sociology of Management Consulting (2006)The Economics and Sociology o…Developing New Forms of Partnership With the ‘Market’ in the Procurement of Public Services (2006)Developing New Forms of Partn…Expansion of Management Knowledge: Carriers, Flows, and Sources (2003)Expansion of Management Knowl…Management Consulting (2002)Management ConsultingThe Consultant–Client Relationship: Critical Perspectives on the Management of Organizational Change (1999)The Consultant–Client Relatio…The Consultancy Process — An Insecure Business? (1997)The Consultancy Process — An …Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness (1997)Social Structure and Competit…Nuisance vs. Substance: Specifying and Estimating Time-Series-Cross-Section Models (1996)Nuisance vs. Substance: Speci…Building bridges for innovation: the role of consultants in technology transfer (1995)Building bridges for innovati…Moral Mazes: The World of Corporate Managers (1990)Moral Mazes: The World of Cor…Moral mazes: The world of corporate managers (1988)Moral mazes: The world of cor…The influence of private sector consultants on public management reforms: taking stock (2024)The influence of private sect…New development: Understanding the relationship between public sector consulting and public value destruction—An epistemic learning perspective (2024)New development: Understandin…Governing public sector use of external management consultancy—beyond client procurement and consultant professionalization (2024)Governing public sector use o…Debate: Management consultants and public management reforms (2023)Debate: Management consultant…Beyond hollowing out: Public sector managers and the use of external management consultants (2023)Beyond hollowing out: Public …Advice that resonates: explaining the variability in consultants’ policy influence (2023)Advice that resonates: explai…Policy response to COVID-19 in Senegal: power, politics, and the choice of policy instruments (2022)Policy response to COVID-19 i…Constructing the ‘Future of Work’: An analysis of the policy discourse (2021)Constructing the ‘Future of W…The Discovery of Grounded Theory: Strategies for Qualitative Research. 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(1988)Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives (1999)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Managing open innovation projects with science-based and market-based partners (2014)The influence of supply network structure on firm innovation (2014)Resource based theory in operations management research (2015)Biases in Dynamic Models with Fixed Effects (1981)T IME -S ERIES –C ROSS -S ECTION D ATA : What Have We Learned in the Past Few Years? (2001)Applications of Social Capital in Educational Literature: A Critical Synthesis (2002)Unit root tests in panel data: asymptotic and finite-sample properties (2002)Analysis of Panel Data (2003)Impacts of urbanization and industrialization on energy consumption/CO2 emissions: Does the level of development matter? (2015)‘Control – What Control?’ Culture and Ambiguity Within a Knowledge Intensive Firm* (2003)Exploring Management Consulting Firms as Knowledge Systems (2003)The Best and the Brightest: The Construction, Significance and Effects of Elite Identities in Consulting Firms (2006)Bridging Uncertainty in Management Consulting: The Mechanisms of Trust and Networked Reputation (2003)Consulting as a Liminal Space (2003)Power in Management and Organization Science (2014)Emotion in the Workplace: A Reappraisal (1995)Emotional Labor and Burnout: Comparing Two Perspectives of “People Work” (2002)THE NORMALIZATION OF CORRUPTION IN ORGANIZATIONS (2003)Co-initiation of Collaborative Innovation in Urban Spaces (2016)The difference between educational management and educational leadership and the importance of educational responsibility (2017)A theoretical framework for studying the co-creation of innovative solutions and public value (2021)Beyond Neopositivists, Romantics, and Localists: A Reflexive Approach to Interviews in Organizational Research (2003)UNDERSTANDING HYBRIDITY IN PUBLIC ORGANIZATIONS (2015)Public value creation through collaborative innovation (2016)Towards a multi-actor theory of public value co-creation (2016)
this work references cited by second hop

References

  • 1997Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness9,690 cited
  • 1988Moral mazes: The world of corporate managers1,295 cited
  • 1990Moral Mazes: The World of Corporate Managers1,206 cited
  • 2010The dark side of buyer–supplier relationships: A social capital perspective⋆1,017 cited
  • 1996Nuisance vs. Substance: Specifying and Estimating Time-Series-Cross-Section Models937 cited
  • 1995Building bridges for innovation: the role of consultants in technology transfer754 cited
  • 2012Recognizing Public Value495 cited
  • 1997The Consultancy Process — An Insecure Business?473 cited
  • 1999The Consultant–Client Relationship: Critical Perspectives on the Management of Organizational Change355 cited
  • 2015A Government that Worked Better and Cost Less?344 cited
  • 2003Expansion of Management Knowledge: Carriers, Flows, and Sources338 cited
  • 2006The World's Newest Profession338 cited
  • 2006The Economics and Sociology of Management Consulting272 cited
  • 2012The Oxford Handbook of Management Consulting259 cited
  • 2006Developing New Forms of Partnership With the ‘Market’ in the Procurement of Public Services203 cited

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  • 2002Management Consulting188 cited
  • Cited by

    • 2021Constructing the ‘Future of Work’: An analysis of the policy discourse64 cited
    • 2023Beyond hollowing out: Public sector managers and the use of external management consultants29 cited
    • 2022Policy response to COVID-19 in Senegal: power, politics, and the choice of policy instruments15 cited
    • 2024Governing public sector use of external management consultancy—beyond client procurement and consultant professionalization12 cited
    • 2024The influence of private sector consultants on public management reforms: taking stock10 cited
    • 2023Advice that resonates: explaining the variability in consultants’ policy influence8 cited
    • 2023Debate: Management consultants and public management reforms6 cited
    • 2024New development: Understanding the relationship between public sector consulting and public value destruction—An epistemic learning perspective6 cited