Management Consultancy: Boundaries and Knowledge in Action by Andrew Sturdy

By Andrew Sturdy

Administration experts tend to be visible as key mediators within the circulate of administration rules. And but little is understood approximately precisely what occurs after they interact with consumers, at the back of closed doorways in consulting initiatives. Do they honestly innovate or just valid current wisdom? This booklet offers examine from a 3 yr lengthy 'fly-on-the-wall research' of consulting initiatives and demanding situations our taken without any consideration view of consultancy. It attracts on and integrates theories of information and social barriers to bare an image of complicated and transferring insider-outsider relationships. right here, the outsider or professional prestige of experts in terms of their consumers can't be assumed of their daily venture interactions. diversified actors, roles, and kinds of data are focused on an interactive and dynamic approach the place numerous barriers are developed, strengthened, negotiated and remodeled. The chapters selectively discover those dynamics, revealing the significance of boundary complexity, the position of humour and problem in frequently demanding relationships, and the significance of shared wisdom domain names corresponding to region knowledge.This in-depth research of inter-organizational venture groups additionally covers quite a lot of consultancy contexts, drawing on instances reports which come with: * a US-based approach company and a multinational buyer, * the private and non-private sectors, * a sole practitioner advisor, * IT implementation in monetary services.The e-book is critical for all people with an curiosity in administration consultancy, undertaking operating and administration wisdom in addition to in innovation/change, inter-organisational family, limitations providers. The authors comprise the various top learn specialists on administration consultancy in addition to a former administration advisor and present professional in administration studying.

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Inkpen and Tsang (2005), for example, identify actors’ shared norms as a key ‘relational’ element in the social capital which aids knowledge flow in inter-organizational networks. e. g. education, gender, class, ethnicity, and lifestyles) or develop over time such as from joint working in project teams. For example, Zucker (1986) refers to ‘characteristic-based’ trust which may develop ‘freely’ and help overcome or lessen other boundaries such as contrasting knowledge domains and, even, conflicting interests.

2. Cognitive distance and knowledge processes Level of ‘otherness’ Knowledge relationship potential Relatively high cognitive distance r Relatively low cognitive distance r Exploration (and exchange of explicit or simple knowledge) Exploitation (and exchange of both explicit/simple and embedded/tacit knowledge) Adapted from Hansen (1999), Holmqvist (2003), Nooteboom (2004). 34 Boundaries and knowledge flow PERSONAL RELATIONSHIPS—‘REDUNDANT KNOWLEDGE’ AND SHARED CHARACTERISTICS AS BRIDGES Further complexity can be added to the above view by considering the role claimed for personal relationships in overcoming knowledge boundaries or sub-optimal cognitive distance.

The first is personal boundaries such as those which might be associated with personality or personal styles which can create barriers to communication and meaning construction. To a large extent, given our sociological position, they can also be seen as cultural boundaries in that individual differences are socially mediated. Nevertheless, individual dynamics, processes, and styles are important as will become evident in our empirical analysis. For example, when examining 38 Boundaries and knowledge flow the role of humour in boundary dynamics, it is clear that some individuals are more adept than others and that this is not solely a consequence of shared identities or common or ‘redundant knowledge’.

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