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

Consultants and Knowledge Management

i Viewing the consulting process through a knowledge management lens shows explanatory promise. The discussion following seeks to instantiate various knowledge-related concepts through reference to the consulting ERP-support practice. First, the global character, dynamism and importance of the consulting sector are demonstrated. Hoeksema and de Jong (2001) observe that " In the field of consult...

CAMELOT management Consultants InnovatIon serIes

Authors michail heinmann · visionary officer marco Klein · sCm Consultant ©2011 Camelot management Consultants 3 Preface the challenge of managing a multi-stage supply chain will be familiar to many process industry companies. Implementers of mrP II in the 1980s and early 1990s found that the proposed approaches, whilst possibly sufficient for handling simple supply chains involving a single pl...

Consultants.

Americo Abbruzzese Herbert L. Abrams Stanley J. Adelstein Milton H. Alper William A. Altemeir Alan G. Birtch Bruce R. Brener John R. Brooks Hathorn P. Brown Theodore Colton Oliver Cope Nathan P. Couch Chilton Crane Gustave J. Dammin Donald P. Dressler J. Englebert Dunphy Richard W. Dwight Robert M. Filler William P. Grigsby Richard E. Hicks David Littmann Emmanuel Mannarino William V. McDermott...

Adventures in the Field: Conducting an Interpretive Case Study of Strategic Management Consultants

This paper presents the author's approach and experiences in conducting an interpretive case study [1] [2] of strategic management consultants. The purpose of the study was to understand how knowledge workers learn to use information technology in their work and to build theory related to this topic. The situated learning theory, legitimate peripheral participation [3], provided the basis for d...

Internal Consultants as Agents of Change