The critical analysis presented here evaluates what management consultants offer as well as analysing the emergence of their industry as a contemporary social phenomenon.
- Presents the latest research from the most influential researchers in the field.
- Takes an inter-disciplinary approach, chapters analyse critical theory, organizational behaviour, sociology, psychology, actor-network theory and narrative analysis.
- Provides the first critical evaluation of the different actors and activities that comprise the management advice sector.
List of Figures and Tables.
Notes on Contributors.
Introduction: The Emergence of Critical Perspectives on Consulting: Robin Fincham (Stirling University) and Timothy Clark (King's College).
Part I: Setting the Scene: The Nature of Management Consultancy and Management Advice:.
1. Consulting: What Should it Mean?: Edgar H Schein (MIT Sloan School of Management).
2. Trapped in their Wave: The Evolution of Management Consultancies: Matthias Kipping (University of Reading).
3. The Rise of Consultancy and the Prospect for Regions: Peter Wood (University College London).
4. On Knowledge, Business Consultants and the Selling of TQM: Karen Legge (University of Warwick).
Part II: The Contexts of Management Consultancy and Management Advice:.
5. Virtual Stories of Virtual Working: Critical Reflections on CTI Consultancy Discourse: Peter Case (Oxford Brookes University).
6. The Vision Thing: Constructing Technology and the Future in Management Advice: Brian P Bloomfield (Lancaster University Management School) and Theo Vurdubakis (Manchester School of l3&
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