- List of Figures
- List of Tables
- Notes on the Contributors
- Researching Management Consulting: An Introduction to the Handbook
- The Engineering Origins Of the Consulting Industry And its Long Shadow
- Human Relations And Management Consulting: Elton Mayo And Eric Trist
- Institutional Change And The Growth Of Strategy Consulting In The United States
- Cuckoo in the Nest? the Rise of Management Consulting in Large Accounting Firms
- It Consulting And Outsourcing Firms: Evolution, Business Models, And Future Prospects
- Sociological Perspectives On Management Consulting
- Consultants In Context: Global Dominance, Societal Effect, And The Capitalist System
- Professions And Professionalism In Management Consulting
- Economics Approaches To Management Consulting
- The Geographies Of Management Consultancy Firms
- Knowledge Management And Management Consulting
- Consultants And Organization Concepts
- Structuring Consulting Firms
- Managing Consultants: Control And Identity
- Consultants In The Management Fashion Arena
- Management Gurus As Celebrity Consultants
- Business Schools And Consultancies: The Blurring Of Boundaries
- The Nature Of Client–Consultant Interaction: A Critical Review
- The Client In The Client–Consultant Relationship
- Consultants And Clients From Constructivist Perspectives
- Governments And Management Consultants: Supply, Demand, And Effectiveness
- The Future Research Agenda
- Consulting And Ethics
- Gender In Consulting: A Review And Research Agenda
- Management Consulting In Developing And Emerging Economies: Towards A Postcolonial Perspective
Abstract and Keywords
This article identifies the (dis)similarities between the conventional corporate consultants and management gurus as celebrity consultants. It first studies the nature of management gurus as celebrity consultants, where it lists three different aspects of their roles, namely as accomplished orators, supporters of management fashion, and authors of bestselling books. It then discusses in detail the features of these three types of management gurus. This article also tries to determine if there are any gaps in the existing literature on gurus.
Timothy Clark is Professor of Organizational Behaviour at Durham Business School, Durham University. In the last decade he has conducted a series of research projects into consultancy work and speaker–audience interaction during management guru lectures. The publications emanating from these projects include Management Speak (with David Greatbatch, Routledge 2005), and, most recently, Management Consultancy: Knowledge and Boundaries in Action (with Andrew Sturdy, Robin Fincham, and Karen Handley, Oxford University Press 2008). He is currently working on a multidisciplinary project examining the emergence and nature of ‘Tipping Points’. Timothy Clark is Professor of English at the University of Durham and a specialist in the fields of modern literary theory and continental philosophy, Romanticism and ecocriticism. He has published many articles in literary and philosophical journals and published seven monographs, including The Cambridge Introduction to Literature and the Environment (2011).
Pojanath Bhatanacharoen is a postdoctoral researcher at Durham University. She splits her time between Durham Business School and the Institute of Hazard, Risk and Resilience, working on multidisciplinary project ‘Tipping Points’, with particular focus on the diffusion of popular ideas and management fashion. Pojanath's background is in political science. Her thesis, completed at Newcastle University, explored the relationships and dynamics between the influence, power, decision-making, negotiation strategies, and institutional designs of the European Union and World Trade Organization.
David Greatbatch is Visiting Professor at Durham Business School, Durham University. His research focuses on public speaking and interpersonal communication in organizational settings, drawing on ethnomethodology and conversation analysis. He is currently undertaking projects on organizational storytelling and the use of oratory by organizational leaders. He has published widely in journals such as American Journal of Sociology, American Sociological Review, Human Relations, Language in Society, Law and Society Review, Sociology of Health and Illness, and The Leadership Quarterly. He co-authored Management Speak (Routledge 2005) with Timothy Clark.
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.