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LUBS3850
Module Reading List for 2021-22

Contemporary Management Consulting, 2021/22, Semester 1
Adrian Murton
A.C.S.Murton@leeds.ac.uk
Tutor information is taken from the Module Catalogue

General 

O'Mahoney, J., Markham, C., (2013) Management Consultancy. Oxford, Oxford, University Press  

Muzio, D., Aulakh, S., & Kirkpatrick, I. (2020). Professional Occupations and Organizations (Elements in Organization Theory). Cambridge: Cambridge University Press. doi:10.1017/9781108804318

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Week 1 – What is Management Consulting?

Core Reading

O’Mahoney, J., Markham, C., (2013) Chapters 1 and 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).

Kirkpatrick, I., Noordegraaf, M., (2015), 'Organizations and Occupations: Towards Hybrid Professionalism in Professional Service Firms', in Empson, L., Muzio, D., Broschak, J., Hinings, B. (eds), The Oxford Handbook of Professional Service Firms. Oxford, Oxford University Press.

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

Maister, D., (2018), 'Professionalism in Consulting', inco Poulfelt, F and Olson, T. (eds) Management Consulting Today and Tomorrow. New York, Routledge

Mosonyi, S., Empson, L., Gond, J-P., (2020), 'Management Consulting: Towards an Integrative Framework of Knowledge, Identity and Power', International Journal of Management ReviewsVol. 22(2) 120-149

Muzio, D., Aulakh, S., & Kirkpatrick, I. (2020). Professional Occupations and Organizations (Elements in Organization Theory). Cambridge: Cambridge University Press. doi:10.1017/9781108804318

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

Kipping, M., (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

McKenna, C. (1995) ‘The Origins of Modern Management Consulting’, Business and economic history.. Vol. 24 (1). pp. 51-58. OCR REQUESTED BY LIBRARY (IK 14/07/2021) 

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.

O’Mahoney, J., Markham, 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

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

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

Phillips, J., Trotter, W., Phillips, P., (2015) Maximizing the value of consulting: a guide for internal and external consultants. Wiley. Chapter 1.

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

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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.

O'Mahoney, J., Markham, 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.

Green, C., (2018), 'Ethics and the Trusted Advisor', in Poulfelt, F and Olson, T. (eds) Management Consulting Today and Tomorrow. New York, Routledge

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’.

Greiner, L., Malernee, J. (2018), 'Managing Growth Stages in Consulting Firms', in Poulfelt, F and Olson, T. (eds) Management Consulting Today and Tomorrow. New York, Routledge

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

Chartered Management Institute https://www.managers.org.uk/~/media/Files/Chartered-Management-Consultant/Competence-Framework.pdf

or

https://www.imc.org.au/Web/Resources-old-site/CMC-Core-Competency-Framework.aspx

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. (2002)“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

Abrahamson, E. (1996), 'Management Fashion', Academy of Management Review Vol.21, No. 1

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’.

O'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.

Piazza, A., Abrahamson, E., (2020), 'Fads and Fashions in Management Practices: Taking Stock and Looking Forward'.  International Journal of Management Reviews Vol. 22. 264-286

Additional Reading

Boussebaa, M; Bristow, A; Robinson, S. (2020) 'In the Shadow of Empire: Global Britain and the UK Business School' Organization Vol. 27(3) 483-493. (Available Online)

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., Kipping, M., Usdiken, B., (2016) Defining Management: Business Schools, Consultants, MediaNew York, Routledge

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, D (2019), 'The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory', Administrative Sciences Vol. 71(9)

Madsen, D, 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. 

Stein, F. (2018) 'Selling Speed: Management Consultants, Acceleration and Temporal Angst', Political and Legal Anthropology Review https://anthrosource.onlinelibrary.wiley.com/doi/pdfdirect/10.1111/plar.12256 (Available Online)

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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.

Gill, M., McGivern, G., Sturdy, A., Pereira, S., Gill, D., & Dopson, S. (2020). 'Negotiating Imitation: Examining the Interactions of Consultants and Clients to Understand Institutionalization as Translation'. British Journal of Management, 31(3), 470-486.

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.

O'Mahoney, J., Markham, C. (2013) Management Consultancy  (Chapter 4)

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.

Gluckler, J., Armbruster, T. (2003), ' Bridging Uncertainty in Management Consulting: The Mechanisms of Trust and Networked Reputation',  Organization Studies Vol 24(2) 269-297

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.

McGivern, G., S. Dopson, E. Ferlie, M. Fischer, L. Fitzgerald, J. Ledger and C. Bennett (2018). 'The silent politics of temporal work: A case study of a management consultancy project to redesign public health care', Organization Studies, 39, pp. 1007-1030.

O’Mahoney, J. and Markham, C., 2010. Management Consultancy. Chapters 4 (p. 87 – 123) and 9 (273-309). Oxford, OUP.

Sturdy, A., (2018), 'Promoting Solutions and Co-Constructing Problems - Management Consultancy and Instrument Constituencies', Policy and Society Vol. 37.1, 74-89

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

Core Readings 

Ard, P. de Man, de Man, M. (2016), 'The Characteristics of New Business Models in Consulting: An Analysis of Practice', Academy of Management Conference Anaheim OCR REQUESTED BY LIBRARY (IK 14/07/2021)  available at

https://www.researchgate.net/publication/320784109_The_Characteristics_of_New_Business_Models_in_Consulting_An_Analysis_of_Practice

Christensen, C. et al. (2013), 'Consulting on the Cusp of Disruption', Harvard Business Review, October

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. OCR REQUESTED BY LIBRARY (afp 05/10/2020) 

Treacy, M. and Wiersema, F. (1993) ‘Customer Intimacy and Other Value Disciplines’, Harvard business review.,January-February, 84–93, available at  

Additional reading

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

Kerim G., 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/

Boussebaa, M. and Faulconbridge, J. R. (2019) 'Professional service firms as agents of economic globalization: a political perspective'. Journal of Professions and Organization, 6(1), pp. 72-90. (doi: 10.1093/jpo/joy014)

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Week 10: the changing organisation and management of consulting firms

Core Reading

Anand, N., Gardner, E., Morris, T. (2007), 'Knowledge-Based Innovation: Emergence and Embedding of New Practice Areas in Management Consulting Firms'. Academy of Management Journal, Vol. 50(2), 406-428

Ard, P. de Man, de Man, M. (2016), 'The Characteristics of New Business Models in Consulting: An Analysis of Practice', Academy of Management Conference Anaheim OCR REQUESTED BY LIBRARY (IK 14/07/2021)  available at

https://www.researchgate.net/publication/320784109_The_Characteristics_of_New_Business_Models_in_Consulting_An_Analysis_of_Practice

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

Poulfelt, F., Olson, T., (2018) 'The Changing Global Consulting Industry', in Poulfelt, F and Olson, T. (eds) Management Consulting Today and Tomorrow. New York, Routledge

Stein, F. (2017), Work, Sleep, Repeat: The Abstract Labour of German Management Consultants. London, Routledge or

Stein, F. (2018) 'Selling Speed: Management Consultants, Acceleration and Temporal Angst', Political and Legal Anthropology Review https://anthrosource.onlinelibrary.wiley.com/doi/pdfdirect/10.1111/plar.12256 (Available Online)

 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

Lorsch, J. (2018), 'High Performance Consulting Firms', in Poulfelt, F and Olson, T. (eds) Management Consulting Today and Tomorrow. New York, Routledge

Mische, M., (2018), 'Knowledge Management in Consulting' in Poulfelt, F and Olson, T. (eds) Management Consulting Today and Tomorrow. New York, Routledge

 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) (Chapter 8) The Realities of Work: Experiencing Work and Employment in Contemporary Society, London: Palgrave Macmillan.

 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 01/09/2021