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LUBS3850
Module Reading List for 2019-20

Contemporary Management Consulting, 2019/20, Semester 1
Adrian Murton
A.C.S.Murton@leeds.ac.uk
Tutor information is taken from the Module Catalogue

Week 1 – What is Management Consulting?

Core Reading

Markham, J. and O’Mahoney, C. (2013) Chapter 1 in Management Consultancy

Markham, J. and O’Mahoney, C. (2013) Chapter 2 in Management Consultancy

Kirkpatrick, I. et al., (2012) ‘Professions and Professionalism in Management Consulting’ in Kipping, M. and Clark, T. (eds.) The Oxford handbook of management consulting.

Additional reading

Hodgson, P. et al., (2015) Something Old, Something New: The hybrid nature of the new corporate professions. British journal of management., 26(4).

Kubr, M. (2002) Chapter 1 in Management Consulting: A Guide to the Profession.

Muzio D. et al., (2006) ‘Overly controlled or out of control? Management consultants and the new corporate professionalism’ in Craig, D. (ed.) Production values : futures for professionalism.’ London: Demos, pp.153-168

Muzio D. et al., (2011) Professions, organizations and the state: Applying the sociology of the professions to the case of management consultancy. Current Sociology, 59(6).

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 Week 2 – The Management Consultancy Industry and its Historical Development

Core Reading

  1. Matthias Kipping (2002) “Trapped in Their Wave: The Evolution of Management Consultancies”, in: T. Clark and R. Fincham (eds.), Critical Consulting. Oxford, Blackwell. Available in ‘reading material’ folder on MINERVA
  2. McKenna, C. (1995) ‘The Origins of Modern Management Consulting’, Business and economic history.. Vol. 24 (1). pp. 51-58.
  3. David, R. (2012) Institutional Change and the Growth of Strategy Consulting in the United States, in Kipping, M. and Clark, T. (eds.) The Oxford handbook of management consulting. Oxford: Oxford University Press.

Additional reading

Sturdy, A & O'Mahoney, J, (2018) Explaining National Variation in the Use of Management Consulting Knowledge: A Framework. Management learning. ISSN: 1350-5076. [See reading folder]

Christensen, C. et al., (2013) ‘Consulting on the Cusp of Disruption’. Harvard business review. (Available on MINERVA).

David, R. J., Sine, W. D. & Haveman, H. A. (2013) Seizing Opportunity in Emerging Fields: How Institutional Entrepreneurs Legitimated the Professional Form of Management Consulting. Organization science. ISSN: 1047-7039. 24(2): 356-377.

Kipping, M (1999) “American Management Consulting Companies in Western Europe, 1920 to 1990: Products, Reputation and Relationships”, Business history review., No. 73.

Kipping, M. and Clark, T. (2012) any chapters 2-6 in The Oxford Handbook of Management Consulting

Saint-Martin, D. (2004) Building the new managerialist state : consultants and the politics of public sector reform in comparative perspective. Oxford: Oxford University Press.

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Week 3: Reasons for, and impact of, Management Consultancy

Core Reading

Johnson, B. and Geal M. (2015) ‘Working in harmony’ Training journal. (pp. 34-38).

Kipping, M and Wright, C. 2012, ‘Consultants in Context: Global Dominance, Societal Effect and the Capitalist System’ in the The Oxford handbook of management consulting.

Johnson, B. and Geal M. (2015) ‘Working in harmony’ Training journal. (pp. 34-38).

Markham, J. and O’Mahoney, C. (2013) Chapter 9 in Management Consultancy. [Some of the themes in this chapter will be relevant in future lectures]. 

Sturdy, A (2011), Consultancy's Consequences? A Critical Assessment of Management Consultancy's Impact on Management. British journal of management., Vol. 22, 517–530.

Additional reading

Sturdy, A. (1997), ‘The Consultancy Process – An Insecure Business?’ Journal of management. Studies Vol. 34(3) pp389-413

Armbrüster, T. ( 2006), chapter 5, Substitutes or supplements? Internal versus external consulting in The economics and sociology of management consulting.

Jack J. Phillips, William D. Trotter and Patricia Pulliam Phillips (2015) Maximizing the value of consulting: a guide for internal and external consultants. Wiley. Chapter 1.

Kirkpatrick, I., Sturdy, A.J., Reguera Alvarado, N., Blanco-Oliver, A. and Veronesi, G., 2018. The impact of management consultants on public service efficiency. Policy & Politics doi: https://doi.org/10.1332/030557318X15167881150799

Kitay, J. and Wright, C. (2004) Take the money and run? Organisational boundaries and consultants' roles, The service industries journal., 24:3, 1-18

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Week 4: The Dark Side of Consulting

Core Reading

O’Mahoney, J. (2011) Advisory Anxieties: Ethical Individualisation in the UK Consulting Industry. Journal of business ethics. ISSN: 0167-4544. 104(1), 101-113.

Markham, J. and O’Mahoney, C. (2013) Chapter 10: The Ethics of Consultancy in Management Consultancy 2nd Edition. Oxford University Press (pp 310-338). Available as an Online Course Reading in Minerva 

Poulfelt, F. (1997) Ethics for Management Consultants. Business ethics : a European review. ISSN: 0962-8770. 6(2), 65–70.

Additional Reading (Optional)

Ashraf, M. J., & Uddin, S. (2013). A consulting giant; a disgruntled client: A ‘failed’ attempt to change management controls in a public sector organisation. Financial accountability & management. ISSN: 0267-4424. 29(2), 186–205.

Howlett, M., & Migone, A. (2013). Policy advice through the market: The role of external consultants in contemporary policy advisory systems. Policy and Society ISSN: 1449-4035. 32, 241–254.

Jupe, R., & Funnell, W. (2015). Neoliberalism, consultants and the privatisation of public policy formulation: The case of Britain’s rail industry. Critical perspectives on accounting. ISSN: 1045-2354, 29, 65–85.

Krehmeyer, D. & Freeman, R.E. (2012) Consulting and Ethics. In M. Kipping & T. Clark, eds. The Oxford Handbook of Management Consulting. Oxford: OUP, (487-498).

O’Mahoney, J. (2007) Disrupting Identity: Trust and Angst in Management Consulting. Searching for the H in human resource management ISBN: 9780230019355 (pbk.) : £25.99; 0230019358 (pbk.) : £25.99. London: Sage. http://consulting-ideas.com/wp-content/uploads/Sharons-Paperv5.pdf   

Rossy. G (2011) Five questions for addressing ethical dilemmas. Strategy & leadership ISSN: 1087-8572. 39(6), 35-42.

Yardley D (2017) The Need for Consulting Ethics. London: Kogan Page. Available from https://www.koganpage.com/article/the-need-for-consulting-ethics.

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Week 5: The Consulting Life Cycle

Core Reading

Markham, J. and O’Mahoney, C. (2013) Chapters 4 and 5 in Management Consultancy

Additional reading

The following are useful and can be accessed from MINERVA. Go to ‘Reading’ section and open the sub-folder entitled ‘Reading Material’.

Kubr, M. (2002) Chapters 27 and 28 in Management Consulting: A Guide to the Profession.

Maister, D H (1993) Chapter 1 in Managing the professional service firm, New York: Free Press .

The following are useful and can be accessed from MINERVA. Go to ‘Reading’ section and open the sub-folder entitled ‘Grey literature’.

CMI – Understanding non-verbal communication.

Lucas, E. (2008) ‘Managing Assignments’ in Professional Manager.

CMI – Social Media and Technologies.

CMI – Developing Trust.

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Week 6: Consulting Skills and Competencies

Core Reading

 Markham, J. and O’Mahoney, C. (2013) Chapter 7 (pp202-231) in Management Consultancy

Additional reading

Alvesson, M. and Berg, P.O., 1992. Corporate culture and organizational symbolism : an overview Berlin: Walter de Gruyter.

Chan Kim, W. and Mauborgne, R. 2003. Fair Process: Managing in the Knowledge Economy. Harvard business review., January 20013, available at https://hbr.org/2003/01/fair-process-managing-in-the-knowledge-economy

Conger, J. A. 1991. Inspiring Others: The Language of Leadership. The Academy of Management executive. 5(1) 31-45

Gammelsaeter, H. “Managers and Consultants as Embedded Actors: Evidence from Norway” 222-237 in Kipping, M. and Engwall. L, 2002. Management Consulting, Oxford: OUP

Maister, D H (1993) Chapters 1, 13 and 14 in Managing the professional service firm, New York: Free Press.

Mehrabian, A., 1972. Nonverbal communication. Belmont: Wadsworth

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Week 7 - Management Consultants and Management Fashion

Core Reading

Jung, K. and Kieser, A. (2012) ‘Consultants in the Management Fashion Arena’, in Kipping. M. and Clark, T. (eds.) The Oxford handbook of management consulting. Oxford: Oxford Press. Available on MINERVA, see ‘reading folder’.

Mahoney, J. and Sturdy, A. (2016) Power and the Diffusion of Management Ideas: The case of McKinsey & Co. Management learning.. Vol. 47(3): 247-265.

Additional Reading

Clark, T., Bhatanacharoen, P., and Greatbatch, G. (2012) ‘Management Gurus as Celebrity Consultants’ in Kipping. M. and Clark, T. (eds.) The Oxford handbook of management consulting. Oxford: Oxford Press.

Engwall, L. (2012) ‘Consultants, Business Schools and the Media’ in Kipping. M. and Clark, T. (eds.) The Oxford handbook of management consulting. Oxford: Oxford Press.

Madsen, Ø and Slåtten, K. (2013) The Role of the Management Fashion Arena in the Cross-National Diffusion of Management Concepts: The Case of the Balanced Scorecard in the Scandinavian Countries. Administrative Sciences. Vol. 3(3), 110-142. 

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Week 8: The Client-Consultant Relationship

Core Reading (please read at least two of these):

Fincham, R., 1999. The Consultant-Client Relationship: Critical Perspectives on the Management of Organizational Change. Journal of management studies., 36(3), pp.335–351.

Nikolova, N and Devinney, T. 2012. The Nature of Client Consultant Interaction: A Critical Review. Chapter 19 (p. 389-409). In M. Kipping, ed. The Oxford handbook of management consulting. Oxford, OUP.

Sturdy, A., 1997. The Consultancy Process - An Insecure Business? Journal of management studies., 34(3), pp.389–413.

Additional References:

Alvesson, M., 2002. Understanding organizational culture. London,SAGE.

Armbrüster, T,. 2006. The economics and sociology of management consulting. Chapter 4 (p. 86-100). Cambridge, CUP.

Czerniawska, F., 2006. The trusted firm : how consulting firms build successful client relationships, Chichester: Wiley.

Fincham, R., 2012. The Client in the Client-Consultant Relationship. Chapter 20 (p. 411-426) In M. Kipping, ed. The Oxford handbook of management consulting. Oxford University Press.

Kieser, A., 2002. On Communication Barriers Between Management Science, Consultancies and Business Organisations. In Critical consulting : new perspectives on the management advice industry. Oxford: Blackwell Business, pp. 206–227.

Maister, D., 2003. Managing the professional service firm. Chapters 5-11 (p. 53 - 95). London, Free Press: Business.

O’Mahoney, J. and Markham, C., 2010. Management Consultancy. Chapter 4 (p. 87 – 123). Oxford, OUP.

O’Mahoney, J. and Markham, C. 2010. Management Consultancy. Chapter 9 (p. 273 – 309). Oxford, OUP.

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Week 9: Types of Management Consultancy, Business Models and Competitive Strategies

Core Readings 1. Markham, J. and O’Mahoney, C. (2013) Chapters 3 and 8 in Management Consultancy

Maister, D. (1999) Chapter 1 in Managing the professional service firm.

Treacy, M. and Wiersema, F. (1993) ‘Customer Intimacy and Other Value Disciplines’, Harvard business review.,January-February, 84–93, available at http://itirelengmicro.co.za/Customer%20Intimacy.pdf   

 Additional reading

Hansen M et al (1999) What's Your Strategy For Managing Knowledge? Harvard business review. 77 (2) pp: 106-116

Kerim Galal, et al., (2012) ‘IT Consulting and Outsourcing Firms: Evolution, Business Models and Future Prospects’, Chapter 6 in The Oxford handbook of management consulting.

Kubr, M. (2002) Chapters 27 and 28 in Management Consulting: A Guide to the Profession.

Maister, D. (2004) Anatomy of a Consulting Firm. Available online here: http://davidmaister.com/articles/the-anatomy-of-a-consulting-firm/

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Week 10: the changing organisation and management of consulting firms

 Core Reading

Gill, M. J. 2015. Elite identity and status anxiety: an interpretative phenomenological analysis of management consultants. Organization, 22(3) 306-325

 Hansen, M. T., Nohria, N. and Tierney, T (1999), ‘What’s Your Strategy for Managing Knowledge?’, Harvard business review.77(2), pp. 106-116, available at https://hbr.org/1999/03/whats-your-strategy-for-managing-knowledge

 Additional References:

 Alvesson, M. (2012) “Managing Consultants: Control and Identity” 303-323 in Kipping, M. and Clark, T. (eds) (2012) The Oxford handbook of management consulting, Oxford: OUP

 Greenwood, R., Hinings C.R. and Brown, J (1990) “‘P2-form’ strategic management: Corporate practices in professional partnerships” Academy of Management journal. 33(4): 725–755

 Haseli, A. and Boxall, P. (2005) “When knowledge management meets HR strategy: An exploration of personalization, retention and codification in recruitment configurations”, International journal of human resource management.16(11), 1955-1975

 Kipping M (2002) Trapped in their wave: The evolution of management consultancies. In: Clark T and Fincham R (eds) Critical consulting : new perspectives on the management advice industry. Oxford: Blackwell

 O’Mahoney, J. and Markham, C. (2010) Management Consultancy, Oxford: OUP (Chapter 2: the consulting industry, pp11-39)

 Noon, M., Blyton, P. and Morrell, K. (2013) The Realities of Work: Experiencing Work and Employment in Contemporary Society, London: Palgrave Macmillan. Chapter 8: Knowledge and Work (earlier edition available on library website)

 Werr, A. (2012) “Knowledge Management and Management Consulting” 247-266 in Kipping, M. and Clark, T. (eds) (2012) The Oxford handbook of management consulting, Oxford: OUP

 Werr, A., & Stjernberg, T. (2003) “Exploring management consulting firms as knowledge systems”. Organization Studies.24(6): 881–908

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This list was last updated on 26/09/2019