- 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 studies the rise of management consulting within large accounting firms. It first discusses the history of accounting, and then looks at the rise of management consulting within large accounting firms. It also introduces two tensions that emerged from the growth in these services, namely the tension between consultants and accountants and the risk of ‘client capture’.
Megan S. McDougald received her Ph.D. in Organizational Analysis from the University of Alberta. She has worked extensively as a management consultant in the areas of change management, strategic planning and balanced scorecard for clients in North America, Australia, and the United Kingdom. Her areas of research interest include: social capital, professional service firms, and mergers and acquisitions. She is particularly interested in how professional service firms transfer their social capital (or their clients and staff) when they undergo a merger or acquisition. She currently works in the Research Services Office at the University of Alberta.
Royston Greenwood is the TELUS Professor of Strategic Management at the University of Alberta, and Visiting Professor at the Saϯd Business School, University of Oxford. He received his Ph.D. from the University of Birmingham in the UK. His research interests include the management of organizational design and change, usually from the perspective of institutional theory, and his favoured empirical settings involve professional service firms. In 2009 he was elected a fellow of the Academy of Management.
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