- 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 reviews the engineering origins of management consulting. It considers the role of Frederick W. Taylor — the ‘father’ of scientific management — and his colleagues in distributing a model of management to a wider business audience. Next it studies the relevant roles played by early efficiency consultants, particularly on the firms that were established by Charles E. Bedaux and Harrington Emerson. It also discusses the development of efficiency consulting and the role of firms owned by the likes of George S. May and H.B. Maynard after the Second World War. This article concludes with a discussion of the downfall of their consultancies as (independent) organizations.
Christopher Wright is Professor of Organizational Studies at the University of Sydney. He has published extensively on the diffusion of management knowledge, organizational and workplace change, and is the author of several monographs including The Management of Labour: A History of Australian Employers (Oxford University Press, 1995). His current research focuses on the role and impact of internal consultancy on organizational change and innovation, and business responses to climate change.
Matthias Kipping is Professor of Strategic Management and Chair in Business History at the Schulich School of Business, York University in Toronto, Canada. He obtained his doctorate from the University of Munich and additional degrees in France and the United States and held previous appointments in the United Kingdom and Spain. He has published widely on management consultancy and its evolution, and co-edited with Lars Engwall a volume on Management Consulting: Emergence and Dynamics of a Knowledge Industry (OUP, 2002).
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.