Readership: Academics, researchers, and advanced students in the field of Organization Studies, Management Consultancy, Strategy, Professional Services, Knowledge and Innovation; practitioners, especially management consultants and clients.
Edited by Matthias Kipping, Professor of Strategic Management and Chair in Business History, the Schulich School of Business, York University, Toronto, Canada., and Timothy Clark, Professor of Organisational Behaviour, Durham Business School, Durham University
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)..
Timothy Clark is Professor of Organisational Behaviour at Durham Business School, Durham University. He has conducted a series of research projects into different aspects of the work of management consultants which have resulted in influential publications in the area including Managing Consultants (Open University Press, 1995) and Critical Consulting: New Perspectives on the Management Advice Industry (2002, Blackwell, with R. Fincham).
1: Matthias Kipping and Timothy Clark: Introduction
Section 1: Historical Development of Management Consulting
2: Christopher Wright and Matthias Kipping: The Engineering Origins of the Consulting Industry and their Long Shadow
3: Richard C. S. Trahair and Kyle Bruce: Human Relations and Management Consulting: Elton Mayo and Eric Trist
4: Robert David: Institutional Change and the Growth of Strategy Consulting in the United States
5: Megan S. McDougald and Royston Greenwood: Cuckoo in the Nest? The Rise of Management Consulting in Large Accounting Firms?
6: Kerim Galal, Ansgar Richter, and Vera Wendlandt: IT Consulting and Outsourcing Firms: Evolution, Business Models and Future Prospects
Section 2: Disciplinary and Theoretical Perspectives
7: Michael Faust: Sociological Perspectives on Management Consultancy
8: Matthias Kipping and Christopher Wright: Consultants in Context: Global Dominance, Societal Effect and the Capitalist System
9: Ian Kirkpatrick, Daniel Muzio and Stephen Ackroyd: Professions and Professionalism in Management Consulting
10: Nicole Saam: Economic Approaches to Consulting
11: James Faulconbridge and Andrew Jones: The Geographies of Management Consultancy Firms
Section 3: Consulting as a Knowledge Business
12: Andreas Werr: Knowledge Management and Management Consulting
13: Stefan Heusinkveld and Jos Benders: Consultants and Organization Concepts
14: Timothy Morris, Heidi Gardner and Anand Narasimhan: Structuring Consulting Firms
15: Mats Alvesson: Managing Consultants: Control and Identity
Section 4: Consultants and Management Fashions
16: Nicole Jung and Alfred Kieser: Consultants in the Management Fashion Arena
17: Timothy Clark, Pojanath Bhatanacharoen and David Greatbatch: Management Gurus as Celebrity Consultants
18: Lars Engwall: Consultants, Business Schools and the Media
Section 5: Consultants and their Clients
19: Natalia Nikolova and Timothy Devinney: The Nature of Client-Consultant Interaction
20: Robin Fincham: The Client in the Client-Consultant Relationship
21: Barbara Czarniawska and Carmelo Mazza: Consultants and Clients from Constructivist Perspectives
22: Denis Saint-Martin: Management Consultants and Governments
Section 6: New Avenues for Research
22: Andrew Sturdy: The Future Research Agenda
23: R. Edward Freeman and Dean Krehmeyer: Consulting and Ethics
24: Elisabeth Kelan: Gender in Consulting: A Review and Research Agenda
25: Michal Frenkel and Yehouda Shenhav: Management Consulting in Developing and Emerging Economies: Toward a Post-colonial Perspective