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This book presents research from a three-year 'fly-on-the-wall' study of consulting projects, challenging traditional views of consultancy. It integrates theories of knowledge and social boundaries to reveal complex and shifting insider-outsider relationships between consultants and clients. The chapters explore boundary complexity, the role of humor and challenge in tense relationships, and the importance of shared knowledge domains such as sector knowledge. Case studies include interactions between a US-based strategy firm and a multinational client, public and private sector collaborations, a sole practitioner consultant, and IT implementation in financial services.

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245: $a: Management Consultancy: Boundaries and Knowledge in Action
245: $b:
082: $a:
100: $a: Andrew Sturdy, Timothy Clark, Robin Fincham & Karen Handley
650: $a: Knowledge Management
250: $a:
440: $v:
250: $b: Oxford University Press
250: $c: 2009
020: $a: 9780199212644
300: $a: 215