Management Consultancy in the 21st Century

Czerniawska, Fiona

doi:10.1007/978-1-349-14873-8

Cited by 25 publications

(16 citation statements)

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“…As such, the corporate and personal dynamics that emerge during client-consultant interactions are highly instrumental to how satisfaction or dissatisfaction is produced (Roberts, 2003). Specifically, the consultants' production of knowledge and its presentation to the client is thought to take place through staged interactions involving information gathering and analysis (Czerniawska, 1999). Management methods and tools are employed in order to provide problem-solving frameworks that are believed to correspond to the client's needs.…”

Section: Introductionmentioning

confidence: 99%

Examining the relationship between trust and culture in the consultant–client relationship

Avakian¹,

Clark

Roberts

2010

Organizational Trust

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Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. and culture in the consultant-client relationship S T E P H A N O S A V A K I A N , T I M O T H Y C L A R K A N D J O A N N E R O B E R T S SummaryThis chapter examines the dimensions of inter-organizational and interpersonal trust as they are manifested in the consultant-client interaction, viewed within the 'cultural spheres' framework (Schneider and Barsoux, 2003). The chapter argues that the alignment or misalignment of culture(s) helps foster or hinder the presence of trust in the consultant-client relationship. We support our argument by demonstrating how culture becomes an important informative resource from which consultants and clients manage their expectations and risk taking. In inter-organizational contexts, trust is developed through artifacts and formal procedures that are shared by both parties. In interpersonal contexts, trust is developed through the mutual sharing of cultural values, as manifested in the interpersonal qualities of integrity and benevolence. Cultural values are not necessarily part of the parent consulting firm but can be unique to the people working in partnership on a project. Examples of behavioural cultural values include forms of communication, constructive criticism, displays of ability, benevolence and integrity and an unhesitating voicing of opinions that can lead to a realignment of attitudes, feelings, motives, and objectives.

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Section: Introductionmentioning

confidence: 99%

Examining the relationship between trust and culture in the consultant–client relationship

Avakian¹,

Clark

Roberts

2010

Organizational Trust

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“…Solutions must cut across traditional functions, integrating human performance or HRM solutions with the organisation's strategy, technology and processes (Hunter 1999). The requirements of expert knowledge, and specifically business knowledge in the case of HRM consultants, raise the question of how and where consultants source their knowledge base in view of the potentially insecure nature of consultancy work (Czerniawska 1999;Greer, Youngblood and Gray 1999;Sturdy 1997).…”

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confidence: 99%

Outsourcing HRM activities in Australian organisations

Sheehan

2009

Asia Pacific Journal of Human Resources

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Although human resource management (HRM) outsourcing is an international trend little has been written in the Australian literature about HRM outsourcing choices. The aims of the research are to determine first which HRM areas are most likely in Australia to be initiated using external consultants, second whether organisational size or sector impacts on the outsourcing decision and third the type of skills that HRM consultants bring into organisations. Results from an on-line survey generating 1372 responses identify training and development, recruitment and selection, and HRIS as the primary outsourced HRM areas. With respect to organisational determinants, larger organisations were more likely to use consultants; sector differences revealed higher recruitment and selection and performance-related pay outsourcing in the private sector, higher HRIS outsourcing in the public sector, and a focus on employee relations in the not-for-profit sector. There are no differences in the qualifications of HRM professionals and consultants but consultants are more likely to have broader business experiences.

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“…Members of the firm examined in this study were reluctant to share their expertise with both colleagues and the firm because of the link between individual knowledge and status or power (Czerniawska, 1999;Robertson & Swan, 1998). This link generated strong competitive tensions (Sarvary, 1999), the focus and extent of which may have been influenced by the firm's environment and the need to stand out in such a large organization.…”

Section: Discussionmentioning

confidence: 95%

The ambiguities and tensions in creating and capturing value: Views from HRM consultants in a leading consultancy firm

Donnelly¹

2011

Human Resource Management

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Management Consultancy in the 21st Century

Cited by 25 publications

References 0 publications

Examining the relationship between trust and culture in the consultant–client relationship

Examining the relationship between trust and culture in the consultant–client relationship

Outsourcing HRM activities in Australian organisations

The ambiguities and tensions in creating and capturing value: Views from HRM consultants in a leading consultancy firm

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