- 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 existing research on consultants in global and national contexts. It refers to a framework that aims to connect the broader literatures on convergence and divergence. This framework introduces a model that differentiates three effects shaping the result of this dichotomy, namely the ‘system effect’, the ‘societal effect’, and the global ‘dominance effect’. The next section explains why this framework is useful in studying consultants in their broader context. This article ends with a summary of the research and identifies open questions in relation to the three dimensions identified within the framework.
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).
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.
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