Management Consulting in Action: Value Creation and Ambiguity in Client-consultant Relations

Irene Skovgaard Smith

Research output: Book/ReportPh.D. thesisResearch

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Abstract

This thesis is about management consulting as it is relationally accomplished in the context of work organisations. Management consulting is commonly defined as in the quote by Kubr (2002) taken from his classic guide to the management consulting profession. The definition is useful here for the purpose of pointing to who management consultants are as an empirical category of professionals, in most cases employed by or part of management consulting firms who together constitute an industry that offers particular services to other organisations. These are the kind of consultants I followed as they worked in client organisations to assist in achieving organisational purposes defined by the client management who hired them.
Original languageEnglish
Place of PublicationFrederiksberg
PublisherCopenhagen Business School [Phd]
Number of pages238
ISBN (Print)9788759383513
Publication statusPublished - 2008
SeriesPhD series
Number4.2008
ISSN0906-6934

Cite this

Smith, I. S. (2008). Management Consulting in Action: Value Creation and Ambiguity in Client-consultant Relations. Frederiksberg: Copenhagen Business School [Phd]. PhD series, No. 4.2008
Smith, Irene Skovgaard. / Management Consulting in Action : Value Creation and Ambiguity in Client-consultant Relations. Frederiksberg : Copenhagen Business School [Phd], 2008. 238 p. (PhD series; No. 4.2008).
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Smith, IS 2008, Management Consulting in Action: Value Creation and Ambiguity in Client-consultant Relations. PhD series, no. 4.2008, Copenhagen Business School [Phd], Frederiksberg.

Management Consulting in Action : Value Creation and Ambiguity in Client-consultant Relations. / Smith, Irene Skovgaard.

Frederiksberg : Copenhagen Business School [Phd], 2008. 238 p. (PhD series; No. 4.2008).

Research output: Book/ReportPh.D. thesisResearch

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Smith IS. Management Consulting in Action: Value Creation and Ambiguity in Client-consultant Relations. Frederiksberg: Copenhagen Business School [Phd], 2008. 238 p. (PhD series; No. 4.2008).