Readership: Acadmics, researchers, and advanced students of Management Consultancy, Knowledge
Management, and Organizational Behaviour and Learning; Management consultants and practitioners.
Andrew Sturdy, Professor of Organizational Behaviour and Head of Department at the Department of Management, University of Bristol, Karen Handley, Senior Lecturer in HRM and Organisational Behaviour, Oxford Brookes University Business School, Timothy Clark, Professor of Organizational Behaviour, Durham Business School, University of Durham, and Robin Fincham, Professor of Organizational Behaviour, Department of Management and Organization, University of Stirling
"This book adds a great deal to the study of consulting. It makes consistent and strong arguments, backed up by a solid empirical base, for a process-based approach to consulting work and to boundaries and knowledge flow within it." - Management Learning
"An important contribution to the practice and research of consulting. There are rich descriptions, a framework that organizes the findings including surfacing interesting inconsistencies and gaps, and intriguing suggestion about future enquiries." - Chris Argyris, the James Conant Professor of Education and Organizational Behavior Emeritus at Harvard University
1: Consultancy, Knowledge, and Boundaries
2: Boundaries and Knowledge Flow
3: The Case Studies
4: Re-thinking Potentials for Knowledge Flow
5: Outside Expertise and 'Sector Knowledge'
6: Challenge - Testing Boundaries
7: Humour and Boundary Tensions
8: Conclusion - Beyond Boundaries and Projects