This book provides insight and concrete knowledge and an international perspective into the growing field of Consulting. Each chapter is based on original research and offers a wide variety of real-life situations from different countries, consulting firms and client corporations. Management Consulting: Emergence and Dynamics of a Knowledge Industry, is divided into three distinctive parts: "Historical Perspectives on the Consulting Industry', 'Organizational Perspectives on the Consultancy Firm', and Relationship Perspectives on the Consultancy Project'. This volume, with the help of an exceptional team of contributors distinguishes and examines consulting at three levels of analysis: industry, organization and project.

• Introduction


• Part I: Historical Perspectives on the Consulting Industry


• 1: Odile Henry: The Acquisition of Symbolic Capital by Consultants: The French Case


• 2: Lars Engwall, Staffan Furusten, and Eva Wallerstedt: The Changing Relationship Between Management Consulting and Academia: Evidence from Sweden


• 3: Luchien Karsten and Kees van Veen: Management Consultancies in the Netherlands in the 1950s and 1960s: Between Systemic Context and External Influences


• 4: Antti Ainamo and Janne Tienari: The Rise and Fall of a Local Version of Management Consulting in Finland


• Part II: Organizational Perspectives on the Consultancy Firm


• 5: Andreas Werr: The Internal Creation of Consulting Knowledge: A Question of Structuring Experience


• 6: Cristina Crucini: Knowledge Management at Country Level: A Large Consulting Firm in Italy


• 7: Timothy Clark and David Greatbatch: Collaborative Relationships in the Creation and Fashioning of Management Ideas: Gurus, Editors, and Managers


• 8: Michael Faust: Consultancies as Actors in Knowledge Arenas: Evidence from Germany


• Part III: Relationship Perspectives on the Consultancy Project


• 9: Alfred Kieser: Managers as Marionettes? Using Fashion Theories to Explain the Success of Consultancies


• 10: Christopher Wright: Promoting Demand, Gaining Legitimacy, and Broadening Expertise: The Evolution of Consultancy-Client Relationships in Australia


• 11: Matthias Kipping and Thomas Armbruster: The Burden of Otherness: Limits of Consultancy Interventions in Historical Case Studies


• 12: Hallgeir Gammelsaeter: Managers and Consultants as Embedded Actors: Evidence from Norway

Matthias Kipping: Lecturer (1994-8), then (1998-) Reader in European Management at the School of Business, The University of Reading Director of the Centre for International Business History (CIBH) at Reading (1998-2001) Visiting positions held at the École des Hautes Études Sociales in Paris (1998), the École Supérieure Universitaire de Gestion at the University of Toulouse (2000) and the Institute of Innovation Research at Hitotsubashi University, Tokyo (2000).
Lars Engwall: Visiting Scholar, the Graduate School of Business Administration, Carnegie-Mellon University, Pittsburgh, PA and the Graduate School of Business Administration, University of California at Berkeley, CA (1970-1) Associate Professor (1972-81) and Professor (1981-) of Business Administration, Uppsala University Professor of Management, the European Institute for Advanced Studies in Management, Brussels (1977-8) Directeur de Recherche, Centre de Recherche en Gestion, École Polytechnique, Paris (Spring Semester 1995).