The Epistemology of Strategic Consulting: Generic
                    Analytical Activities and Organizational Learning

Phills, James A.

doi:10.4135/9781446250228.n11

Cited by 4 publications

(4 citation statements)

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“…Generating a need to learn often requires challenging existing recipes for success in solving problems that have been built up in the organization (Phills, 1996; see Dierkes & Marz, forthcoming). This means that the consultant must get the client to accept greater levels of complexity and discomfort to resolve the problem than the client probably originally expected.…”

Section: How Consultants Support or Impede Organizational Learning Pr...mentioning

confidence: 99%

“…On the other hand, the very fact that consultants bring a different frame of reference to a situation can raise barriers for organizational learning. Phills (1996) distinguishes between two types of barriers to learning in this context. Cognitive barriers can emerge for managers as a result of the fact that consultants use different (and often complex) concepts to define problems.…”

Section: Problem Definitionmentioning

confidence: 99%

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Consultants as Agents of Organizational Learning:The Importance of Marginality

Antal,

Krebsbach-Gnath

2001

Organizational Learning and Knowledge

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Considering the growing emphasis that organizational scholars place on embeddedness and open systems, it is striking that theory-building about organizational learning has focused almost exclusively on the role of internal agents of the organization. This narrow scope is all the more surprising at a time when ever more consultants are being hired to help companies solve a variety of problems and improve or stabilize their market position through such initiatives as reengineering, total quality, cultural change, and lean management. The trend toward globalization has only intensified the need for organizations to review their strategies, structures, and processes. All such initiatives require organizations to engage in significant learning processes, which range from increasing the efficiency of current procedures to introducing radically new structures and ways of thinking about the organization and its markets. In order to contribute to closing the gap in theory building, we explore the many roles that consultants play in either promoting or hindering organizational learning and discuss how consultants and clients alike shape the conditions for both kinds of impact.

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Section: How Consultants Support or Impede Organizational Learning Pr...mentioning

confidence: 99%

Section: Problem Definitionmentioning

confidence: 99%

Consultants as Agents of Organizational Learning:The Importance of Marginality

Antal,

Krebsbach-Gnath

2001

Organizational Learning and Knowledge

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“…The agrarian clusters which used marketing consulting, 20% of them, have used these services in the first year of a cluster's founding, 40% in the second year and 40% in the remaining period. In regard to it, James Phills differs 2 types of barriers for learning in this context [10]. Cognitive barriers can appear to managers as the result of the fact that consultants often use different, very complex concepts to define the problem.…”

Section: Using Services Of Marketing Consulting In the Agrarian Clustmentioning

confidence: 99%

Impact of Marketing Consulting on Performances of Agrarian Clusters in Serbia

et al. 2015

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Abstract:The subject of this paper is the role of marketing consulting in development of performances of agrarian clusters in Serbia. The research that was carried out has pretensions to point out to many issues that are linked to these problems, initiate their solving, inform those that are obligated to be interested on the role and significance of consulting, as well as the methods of its use. About everything that could contribute to an increase in benefit and improvement of agriculture, including proposing solutions that resulted from exact researches through application of scientific methods by logical conclusions. The empirical research of impact of marketing consulting on the performances of agrarian clusters in Serbia was carried out by a survey. Audit was performed by a procedure by which some relevant scientific conclusions were achieved-by researching data in the field specifically, by collecting adequate data on the agrarian clusters which operate in Serbia. In this paper we started from the following hypothesis: Using marketing consulting improves marketing performances of agrarian clusters, which indirectly leads to an improvement in their financial performance. The basis of the research hypothesis is the so called, PIMS program whose starting point is the influence of the market's strategy on an enterprise's profit, i.e., it shows the connection between marketing and financial performance OPEN ACCESS Sustainability 2015, 7 1100 of an enterprise. Finally, regardless to the level of success of the research, and proving the obtained results, this paper will surely represent a basis for future researches of marketing consulting and their support to business management.

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“…Consultants may also contribute by providing explanation, comparison, prediction, and prescription (Phills, Jr., 1996). Understanding how consultants may contribute to OL would seem to be a worthwhile pursuit.…”

Section: Explore the Impact Of Consultants On Olmentioning

confidence: 99%