Aiming for organisational learning: consultants as agents of change

Massey, Claire; Walker, Robyn

doi:10.1108/09696479910255701

Cited by 21 publications

(25 citation statements)

References 9 publications

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“…Further, the results of this study support the studies of Ulrich (1997), which state that organizational competitiveness will spring from organizational capabilities, such as speed, responsiveness, learning capacity and employee competence, and that the human resource department will be responsible for generating these capabilities. Further, the results support the research of Massey and Walker (1999) who found the role of consultants can influence organizational learning. London and Smither (1999) draw out the implications for human resource management practices within the organization by looking at the role of supervisors in creating a noncontrolling environment, which supports empowerment and self-development.…”

Section: Resultssupporting

confidence: 89%

The Indian perspective of strategic HR roles and organizational learning capability

Bhatnagar¹,

Sharma²

2005

The International Journal of Human Resource Management

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This study focuses on the empirical analysis of strategic HR roles and organizational learning capability. Line and HR firm performance is further analysed. The sample size consisted of 640 managers in India. Standardized questionnaires were used as tools for the managers' perception of the two variables and their link to data collection. Statistical results indicate that correlation coefficients were mostly significant and positive for the variables and sub-variables of strategic HR roles and organizational learning capability. Discriminant functional analysis reflected that line and HR managers differed significantly in their perception of both variables. Stepwise regression analysis indicated that both the variables of strategic HR roles and organizational learning capability predict firm performance.

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Section: Resultssupporting

confidence: 89%

The Indian perspective of strategic HR roles and organizational learning capability

Bhatnagar¹,

Sharma²

2005

The International Journal of Human Resource Management

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“…Schein focused his research the role that "consultation process" on plays on organisational development. Steele (1975) The learning process in consulting 'Learning is the essence of consulting' (Steele, 1975: 190) Walker and Massey (1999)…”

Section: Mckinley and Scherer (2000)mentioning

confidence: 99%

Consultant's role: a qualitative inquiry from the consultant's perspective

Kakabadse

Louchart

Kakabadse

2006

Journal of Management Development

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Purpose -Many criticisms questioning the role and the efficiency of business consultants have been addressed. However, although a great deal of research has been carried out on business consultancy, little has been written on business consultancy from the consultant's viewpoint. In order to gain a detailed view of the situation from an internal consultant's perspective, an investigation of how business consultants perceive their role and contribution within their clients' organisations was undertaken. Drawing on different perspectives, this study aims to demystify the role of business consultants, and to ascertain how they perceive their role within their clients' organisations. Design/methodology/approach -A series of interviews were conducted, where business consultants were asked to comment on issues related to the nature of the relationship with their clients, the pros and cons of their role and also the amount of control and discretion they exercise over the different projects in which they are engaged. Interview data from 17 business consultants from a variety of fields, such as change management, information technology, corporate finance and human resource, are analysed using an interpretive frame. Findings -The research findings reveal that differences exist between the rather pejorative conclusions of previous research and the conclusions of this study. Whereas previous research highlighted the omnipotence and the more or less deontological practice of consultants, the data analysis from this study concludes that business consultants appear very humble in their approach to their relationship with clients, and believe that moving clients forward is their ultimate goal. The findings also enable the study to demonstrate that business consultants are conscious of the amount of control and discretion that is passed on to them by clients, and do recognise that criticisms of their role can be at times justified. Originality/value -The study has value for both consultants and clients. The role determinants model presented in the study highlights the main characteristics of the role of business consultants and helps both clients and consultants to rethink their approach to the consulting process.

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“…Various reasons have been proposed for the growth in the demand for professional consultancy services across the corporate, public and nonprofit sectors: consultants provide required expertise which management lack (Fincham 1999: 337 -9), consultants market "glossily packaged analytical techniques" to "ill-informed clients" (Williams 1972: 199), consultants act as agents of change (Massey and Walker 1999), or consultants legitimise (and often carry out) the unpopular policies of management (Lapsley and Oldfield 2001: 527). Underlying these conventional roles are themes of "control, expertise and legitimation (Sturdy 1997b: 513).…”

Section: Professional Consultantsmentioning

confidence: 99%

“…Attention to consulting in academic and professional journals focuses mostly on practical issues, including the desirability of gaining consulting work and how to market to that "niche" (Stivers andCampbell 1995, Burdett 1994), consultants as facilitators of "organizational learning" (Massey and Walker 1999), and the benefits of "systemic" consulting (Baitsch and Heideloff 1997). Other research has focused on reasons why organisations employ consultants (Sturdy 1997a), the nature of the consultant-client relationship (Fincham 1999), the "dispassionate" advice offered by consultants (Berry and Oatley 1994), and the benefits of board-level consultancies (Werther and Kerr 1995).…”

Section: Professional Consultantsmentioning

confidence: 99%

Corporate Creep: An Institutional View Of Consultancies in a Non-Profit Organisation

Irvine¹

2007

Australian Accounting Review

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Professional consultants play a role in mobilising the "creep" of corporate practices from the for-profit sector, through the public sector and into the nonprofit sector. As well as legitimising these practices, consultancies illustrate the power of professional groups to institute change across sectors. In spite of this, the proliferation of consultancies is under-researched, particularly in the increasingly sophisticated nonprofit sector. In one year, one religious/charitable organisation (RCO) commissioned no fewer than five consultancies. This study provides insights about the process by which the consultancies were commissioned, conducted and adopted as RCO grappled with the applicability of corporate practices and its ability to implement them. Professional consultants play a role in mobilising the "creep" of corporate practices from the for-profit sector, through the public sector and into the nonprofit sector. As well as legitimising these practices, consultancies illustrate the power of professional groups to institute change across sectors. In spite of this, the proliferation of consultancies is under-researched, particularly in the increasingly sophisticated nonprofit sector. In one year, one religious/charitable organisation (RCO) commissioned no fewer than five consultancies. This study provides insights about the process by which the consultancies were commissioned, conducted and adopted as RCO grappled with the applicability of corporate practices and its capability of implementing them. It also highlights issues of interest to other nonprofits as they assess their need to employ consultants and the potential impact of adopting recommended practices.Address:

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Aiming for organisational learning: consultants as agents of change

Cited by 21 publications

References 9 publications

The Indian perspective of strategic HR roles and organizational learning capability

The Indian perspective of strategic HR roles and organizational learning capability

Consultant's role: a qualitative inquiry from the consultant's perspective

Corporate Creep: An Institutional View Of Consultancies in a Non-Profit Organisation

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