Management Consultants' Colourful Ways of Looking at Change: An Explorative Study under Dutch Management Consultants

Abstract

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Management consulting: a review of fifty years of scholarly research

“…Human resources management (HRM) is deeply analysed in MC within the small-firms setting (Ram, 1999(Ram, , 2000(Ram, , 2001 and referring to specific single-country (Van Nistelrooij et al, 2007) and cross-countries contexts (Meriläinen et al, 2004).…”

Partners and plagiarisers: dualities in consultants’ influence on organisational change projects

“…Leading change in large organisations is far too complex to be capable of reduction to a set of simple, sequential steps Pettigrew, 2012). This is widely recognised by consultants themselves (Van Nistelrooij et al, 2007;Visscher, 2006). Nikolova et al (2009) highlight the value of social learning as a particular model of management consultancy whereby problems are diagnosed and solved through collaborative working between consultants and client staff, so that joint project teams become a key vehicle for learning by client staff, and by consultants also.…”

“…Thus, consultancy firms’ knowledge infrastructure provides consultants not only with access to standard methods, but also with resources that facilitate customisation of those methods to suit particular client situations and expectations. Van Nistelrooij et al (2007) report that consultants predominantly perceive organisational change as coming about as a result of people’s own learning and sense-making, implying a need for flexible, non-standard methods that draw upon the expertise of experienced consultants in order to match a client organisation’s particular circumstances, but they find that consultants’ predominant practice is actually to use traditional forms of intervention, drawing upon standardised project management methods, involving sequential processes of planning and implementation in approaching organisational change projects. Sturdy et al (2009) observe that, while facilitating the learning of client staff may be a declared aim of a management consultancy project, consultants are liable to deprioritise this aim in response to pressures to complete project tasks within agreed timescales and budgets.…”

Enterprise Architecture: Transition From IT-Infrastructure Design to Business Transformatio

“…Управление изменениями -это раз-витая область в менеджменте [Управление..., 2010]. [de Caluwe, Vermaak, 2002;van Nistelrooij, de Caluwe, Schouten, 2007], изучив существующие подходы к управлению из-менениями, систематизировали их по пяти направлениям. Каждому из них был при-своен определенный цвет: желтый (социаль-но-политическая точка зрения, ключевые объекты: интересы, конфликты и власть), синий (рациональная разработка и внедре-ние; от слова "blue-print", или «синька», которое использовалось для обозначения чертежей на синей бумаге), красный (управ-ление человеческими ресурсами), зеленый (изменения через обучение людей), белый (самоорганизация).…”