Journal articles on the topic 'Business consultants'
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Szukalski, Stanisław M. "Business consultancy services consultants reflections." Ekonomiczne Problemy Usług 121 (2015): 165–78. http://dx.doi.org/10.18276/epu.2015.121-10.
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Belkhodja, Omar, Égide Karuranga, and Guillaume Giasson Morin. "Reflections on the Client—Consultant Relationship: Challenges and Opportunities in a Context of Organisational Change." Journal of General Management 37, no. 3 (March 2012): 1–19. http://dx.doi.org/10.1177/030630701203700301.
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This paper investigates the determinants of success of the client-consultant relationship from the consultant's point of view. Ten consultants from various fields (e.g. change management, information technology, etc.) based in the province of Quebec in Canada were interviewed. They were asked to comment on issues relating to their roles in the consultancy project, expectations, and the determinants of success of the client–consultant relationship. Interview data were analysed using an interpretive frame. The research findings reveal that consultants perceive their contribution and role positively and perceive themselves as change agents and knowledge transmitters. Trust, active communication, and shared feedback were identified as the major determinants of success of the client–consultant relationship. The results support and help advance earlier research findings in the management consulting field. Consultants are conscious that a long-term relationship built on trust, active communication, and shared feedback, identified as major determinants of success in the client–consultant relationship, is essential. The qualitative findings of the study add to, and help support, earlier research findings on consultants' perception of their roles and contributions within client organisations.
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Denga, Michael. "Paradigms of Business Consulting Agreements." European Review of Contract Law 19, no. 2 (June 1, 2023): 103–35. http://dx.doi.org/10.1515/ercl-2023-2010.
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Abstract Business consulting represents one of the most important activities in the service economy, yet its contractual arrangements have rarely been analysed. Various scandals linked to professional consulting in recent times, such as the accounting scandal surrounding the German DAX-company, Wirecard, or the ‘Luanda Leaks’, give reason for a closer look at this activity, as well as the corresponding contractual agreements. Additionally, the regular functioning of consulting agreements is largely undiscussed. The aim of this contribution is (1) to highlight the essential problems of business consultancy contracts, namely the informational advantage of the consultant with regard to the quality of advice and price; structural conflicts of interest, especially in the case of business consultancy by auditors; the possibilities of abusing consultancy contracts for personal gain, as well as the liability of the consultant and the exemption of management from liability through the use of consultants; and (2) to propose solutions to these problems using the existing rules of due diligence and collateral duties, especially by applying general norms in the light of the economic function of management consultants as brokers for knowledge and know-how.
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Fachrezzi, Bima Rafly, Deni Rachmad Sulistiyanto, Muhammed Lamin Jabbi, and Ishiaka Adamu. "Reflection of Al-Ghazali’s business ethics for tax consultants." Journal of Islamic Accounting and Finance Research 5, no. 2 (November 16, 2023): 149–76. http://dx.doi.org/10.21580/jiafr.2023.5.2.16068.
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Purpose - The purpose of this study was to explore the application of the values of Al-Ghazali Islamic business ethics to tax consultants in Indonesia and to compare them with the Indonesian Tax Consultant Professional Code of Ethics.Method - This research approach uses phenomenology. There were 3 informants interviewed in the study consisting of tax consultants who are Muslim in Indonesia, fiscal authorities who are Muslim in Indonesia, and experts in the Islamic religion.Result - This research gives the result that the principle of integrity can be expanded in terms of its definition and meaning with the mujahadah component in Al-Mizan, so that the integrity referred to here is trying to keep away bad traits that are prohibited in Islam. Moreover, on the concept of al ihya', tax consultants have a main orientation to profit and the motivation to help taxpayers is still limited to improving the image of their consulting services business.Implication - The concept of Islamic Business Ethics by Al-Ghazali is a broader and deeper ethic so it is very appropriate if it is adapted to the Indonesian Tax Consultant Code of Ethics, especially regarding responsibility and motivation as servants of God.Originality - This research is the first study that used a phenomenological approach in uncovering the reflection of the concept of Islamic business ethics by Al-Ghazali on the implementation of a tax consultant's code of ethics.
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Shaw, David. "Partners and plagiarisers: dualities in consultants’ influence on organisational change projects." Journal of Organizational Change Management 32, no. 1 (February 11, 2019): 51–66. http://dx.doi.org/10.1108/jocm-01-2018-0011.
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Purpose The purpose of this paper is to examine the interplay between the requirements for successful organisational change and the imperatives faced by management consultancy firms in running successful businesses, and how this interplay affects the ways in which management consultants influence organisational change projects. Design/methodology/approach The paper reviews literature on management consultancy and organisational change over the past 30 years to identify insights into this issue. Findings The paper shows that business imperatives faced by management consultancy firms affect the ways in which consultants influence organisational change projects. It shows how management consultants aspire to form strategic partnerships with their clients in order to win profitable business, and to plagiarise established organising practices and change management methods in defining their services in order to manage their costs. It illustrates how these aspirations give rise to a number of dualities that consultants face in undertaking organisational change projects. Originality/value Only limited research has been carried out into the ways in which the business imperatives of management consultancy firms interact with the requirements for successful organisational change in shaping the influence that management consultants have on organisational change projects. This paper demonstrates the significance of this issue and suggests directions for future research into it.
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Lap, Nina. "Conscience and Compromise: The Struggle of Moral Codes in Business." Management Consulting Journal 7, no. 2 (June 1, 2024): 80–84. http://dx.doi.org/10.2478/mcj-2024-0009.
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Abstract This paper investigates the ethical dilemmas faced by consultants when balancing personal morals with professional obligations, using a real-life case study involving a consultant overhearing illegal price-fixing activities. The case highlights the consultant’s internal conflict and the decision to remain silent due to fear of professional repercussions and power dynamics. The analysis discusses violations of the Dutch OOA code of conduct, particularly concerning integrity and professional independence, and explores the ethical frameworks of moral disengagement, consequentialism, and virtue ethics. The paper emphasizes the complexity of moral integrity in consulting and the potential consequences of both action and inaction in ethically challenging situations.
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Bouwmeester, Onno. "What Jokes Can Tell: A Top 5 of Ethical Transgressions in Consulting." Management Consulting Journal 6, no. 1 (January 1, 2023): 37–48. http://dx.doi.org/10.2478/mcj-2023-0005.
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Abstract In studies on consultant ethics clients are usually portrayed as their potential victims. However, in newspapers a different story can be found, when journalists report cased where clients and consultants have been partners in crime. To better map the common ethical transgressions in consulting, this study presents a top five based on interviews with consultants. In addition, the study illustrates these common transgressions with public jokes, found on the internet. The findings show how clients are not the only, and certainly not the most vulnerable stakeholder. Client interests are relatively well acknowledged in consultancies’ codes of conduct, and much more so than for example those of client staff, or junior consultants. This study contributes to consultant practice by emphasizing how consultant ethics should acknowledge more stakeholders than only clients. Likewise, it flags the issue of consultant independence, as it is consultants second most reported ethical challenge. The study contributes to the business ethics literature by demonstrating the illustrative value of business jokes in pointing at common ethical transgression, complementary to the less common and more severe cases journalists report about.
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Hennequin, Emilie, Bérangère Condomines, and Nouchka Wielhorski. "Career transition consultants’ perceived roles." Career Development International 22, no. 6 (October 9, 2017): 683–702. http://dx.doi.org/10.1108/cdi-09-2016-0156.
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Purpose Employment transitions are an integral part of an individual’s career path. However, not every individual can cope with these changes. Some may not know how to mobilise their capacities in order to return to work. Consequently, various countries have devised policies aimed at supporting the unemployed, in programmes that are led by consultants. The purpose of this paper is to present a case study of career transition consultants who work for a private consulting firm. It examines how consultants perceive their role and how these perceptions influence the support they provide to beneficiaries. Design/methodology/approach In total, 20 French career transition consultants took part in the interviews. Qualitative data were gathered through semi-structured interviews. Findings Ideal types of career consultants were drawn up, based on the distinction between the agent model and the community model. Depending on their perceived role, consultants set up different career transition strategies and develop different capacities among their beneficiaries. Research limitations/implications Consultants advocate for flexible support for people seeking employment. This research aims to question the policy of distributing beneficiaries among consultants’ portfolios. In France, the approach is made without considering the beneficiary’s profile. A better approach would be to find common ground between the consultant’s profile and the beneficiary’s expectations (e.g. help with business start-up, a career plan, or psychological support). Further, the differentiation of profiles and practices opens up other research opportunities (in corporate coaching, tutoring, and vocational guidance). Practical implications From a managerial point of view, this research questions the policy of distribution of the beneficiaries in consultants’ portfolios. Indeed, in France, the approach is made a priori (without exact knowledge of the beneficiary’s profile). Yet, it seems that the approach would be more effective if consulting firms looked for common ground between the consultant’s profile and the beneficiary’s specific expectation (e.g. help with a new business start-up, the creation of a career plan, or a specific need for psychological support). Originality/value This research investigates a little known and important fact in career transition management: the heterogeneous nature of consultancy service and the capacities consultants highlight as being helpful to beneficiaries in career transition.
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Kindl, Eva-Maria, and Beatriz Casais. "Motivations and perceived opportunities for partnerships among international business consultancy firms." Review of International Business and Strategy 29, no. 4 (November 4, 2019): 315–28. http://dx.doi.org/10.1108/ribs-02-2019-0024.
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Purpose Consultancy services for internationalisation are crucial to help companies to grow and find new businesses abroad. This kind of service used to be provided by consultancy firms operating in the home country of the clients. Considering the advantages of partnerships that theory has enhanced, this paper aims to identify the motivations and perceived opportunities from consultancy firms to establish business-to-business partnerships with international consultancy companies in other countries, with the purpose of reinforcing international trading. Design/methodology/approach As an exploratory study, this paper shows the perspective of 13 interviewed German consultancy managers focused on international business about developing a partnership with international consultancy firms from Portugal. Findings Consultants indicate that with mutual benefits, partnerships are welcome. However, the study enhances the importance of signals of status and reputation for international partnerships among business consultancy firms and reveals a lack of knowledge about the market opportunities for internationalisation that might motivate German consultancy firms to establish partnerships with consultancy companies in Portugal. Originality/value The paper highlights the low motivation of consultants from a higher-status country to establish partnerships with international business consultancy firms in lower-status countries. The study addresses useful recommendations for consultancy firms, governments and international trade agencies to intensify marketing activities and enhance country reputation and positioning in international business, communicating the opportunities and potential of markets and building signals of status and reputation for international consulting.
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Kinnunen, Taina, and Jaana Parviainen. "Feeling the Right Personality. Recruitment Consultants’Affective Decision Making in Interviews With Employee Candidates." Nordic Journal of Working Life Studies 6, no. 3 (October 1, 2016): 5. http://dx.doi.org/10.19154/njwls.v6i3.5525.
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The pressure to find the ‘right’ personalities to strengthen customer service and working teams has made staffing decisions critical for organizations. Therefore, recruitment is more often outsourced and done so on a global level. By analyzing interviews with recruitment consultants, this article explores how consultants work in order to find the recruitment candidates with the most potential for their clients. It discusses recruitment as a process of affective decision-making where consultants use their ‘gut feelings’, that is, their own embodied affects, to secure the optimal ‘organizationperson fit’. Different kinds of details in the candidate’s appearance and micro-movements of the body cause ‘good vibrations’ or ‘strange feelings’ in the consultant’s affective body, which guides the selection among the candidates. By deconstructing the concept of ‘affect’, the article develops an understanding of recruitment as a practice where the embodied histories of consultants themselves play a key role in recruitment. The article claims that, as a result of competition in the business, the recruitment consultant relies on stereotypical performances of the ideal worker.
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Bouwmeester, Onno, and Jelmer Stiekema. "The paradoxical image of consultant expertise: a rhetorical deconstruction." Management Decision 53, no. 10 (November 16, 2015): 2433–56. http://dx.doi.org/10.1108/md-11-2014-0653.
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Purpose – The purpose of this paper is to explore the paradoxical image of consultants as “experts without expertise.” It examines the extent to which different stakeholders’ perceptions of consultants’ expertise are aligned, and why. Design/methodology/approach – This research applies a creative approach to survey methodology by asking different stakeholder groups to react to consultancy expertise cartoons. This is followed by a rhetorical interpretation of the perceptions of consultants’ expertise using pathos. Findings – This survey revealed that employees are the most critical of consultants, while clients and consultants retain positive impressions of consultants’ expertise. Unexpectedly, relative to other stakeholder groups, academics occupy a moderately critical position like outsiders. Given that consultants and clients value the same indicators of expertise, this explains the latter stakeholder group’s positive valuation. Research limitations/implications – Since this study focusses on the expert image of consultants more generally, the authors cannot differentiate the conclusions for perceptions related to different types of consultants based on discipline or the image of their specific role (e.g. expert vs coach or change agent). Practical implications – Consultants and academics need pathos that is stakeholder dependent, for getting their expertise better accepted. Originality/value – This paper helps explain why managers, despite the many criticisms of the services consultants provide, continue to hire consultants for their expertise. Furthermore, it sheds light into why managers prefer the services of consultants vs those provided by academics. It also nuances the assumption that academics are the main critics of consultants. Instead, this paper identifies that the majority of consultant critiques come from employees in client organizations.
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CHANG, CHIU-CHENG, and GERALDINE CHEN. "ARMING ASIAN INTELLECTUALS INTERNATIONAL CONSULTANCY." Journal of Enterprising Culture 03, no. 04 (December 1995): 483–96. http://dx.doi.org/10.1142/s0218495895000258.
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The ability to change is vital for corporate survival and growth and knowledge is the engine of change. While consultancy is generally associated with the West, we believe that the Asian heritage, particularly the Confucian reverence for knowledge and teachers, make Asian intellectuals best suited for performing the consultancy role effectively. But what exactly is the role of consultancy? What are the objectives and functions? And in what areas will Asian consultants stand out? Prospective Asian consultants must be able to marry Western and Eastern business cultures and practices. The critical factors for success as Asian international consultants will be examined.
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CHANG, CHIU-CHENG, and GERALDINE CHEN. "ERRATA: "ARMING ASIAN INTELLECTUALS FOR INTERNATIONAL CONSULTANCY"." Journal of Enterprising Culture 04, no. 01 (March 1996): 95–108. http://dx.doi.org/10.1142/s0218495896000253.
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The ability to changes is vital for corporate survival and growth and knowledge is the engine of change. While consultancy is generally accociated with the West, we belive that the Asian heritage, particularly the Confucian reverence for knowledge and teachers, make Asian intellectuals best suited for performing the consultancy role effectively. But what exactly is the role of consultancy? What are the objectives and functions? And in what areas will Asian consultants stand out? Propective Asian consultants must be able to marry Westerm and Eastern business cultures and practices. The critical factors for success asd Asian international consultants will be examined.
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Hubler, Thomas M. "Family Business Consultants as Leaders." Family Business Review 11, no. 3 (September 1998): 187–92. http://dx.doi.org/10.1111/j.1741-6248.1998.00187.x.
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Consulting and working as an advisor to family businesses are awesome responsibilities. The interventions and advice we give will in some instances have an impact on a family for generations. As a result, it is critical to understand what factors create success as well as failure. In most instances, understanding our failures provides the richest opportunity to create future benefits for our clients. Accepting this challenge of learning from our mistakes requires courage and leadership to explore and understand our own depths and the five common shadows facing family business consultants and advisors. For those of us who take the risk and accept the challenge, the benefits are enormous—not only for ourselves and our profession but more importantly for our clients who are the recipients of our work.
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Delić, Anamarija, and Mirela Alpeza. "Career switch." Ekonomski vjesnik 36, no. 2 (2023): 349–60. http://dx.doi.org/10.51680/ev.36.2.10.
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Purpose: This paper examines the consultancy process in small and medium-sized enterprises (SMEs), focusing on consulting entrepreneurs at the beginning of their entrepreneurial career chosen out of necessity due to a terminated long-term employment contract in a public company.Methodology: A qualitative study design was adopted to look into the consultancy process with five new entrepreneurs who participated in a program that combined trainings and consultancy sessions. Text analysis of written feedback from consultants was conducted to understand the challenges entrepreneurs faced and progress they made. Evaluation sheets with closed and open questions were analyzed to explore the effects of the program and the entrepreneur satisfaction with the program. Five years after completing the program, semi-structured interviews were conducted to identify the current status of the entrepreneurial ventures.Results: In this study, the success of the consultancy process was threatened by time constraints and a lack of comprehensive reasoning behind client motivation to become entrepreneurs. These were the most detrimental factors for the client-consultant relationship, which ended up lacking transparency and thoroughness.Conclusion: Research results indicate the importance of consultant’s efforts to contextualize the client’s decision to become an entrepreneur. Investing time in building a client-consultant relationship as well as providing long-term follow-up support proved to be crucial to ensuring a positive impact of consultancy support for entrepreneurs starting a new business.
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Fatimah, Siti, Ahmad Laongko, and Muzakir Tombolotutu. "Borda application of selection planning scheduling method in dock engineering consultants in Central Sulawesi province Indonesia." Corporate Board role duties and composition 11, no. 1 (2015): 131–36. http://dx.doi.org/10.22495/cbv11i1c1art5.
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The aim of this paper to find out the planning scheduling method that used in dock engineering consultants as a project supervisor dock. This research use qualitative approach to find the most preferred method by engineering consultants, this research was explorative that test and find out the most preferred method. This research showed that dock engineering consultants in Palu City, Central Sulawesi most preferred curve-s method than method such as CPM, PERT, PDM, and Bar Chart. This research can help further research to determine differences and similarities the project planning scheduling method and being basic for The New Dock Engineering Consultans. This research looking for the most preferred method with limited respondents dock engineering consultans in Palu City, Central Sulawesi.
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Cho, Jeh-Hyun, Iny Hwang, Jeong-Hoon Hyun, and Jae Yong Shin. "Compensation Consultant Fees and CEO Pay." Journal of Management Accounting Research 32, no. 1 (March 1, 2020): 51–78. http://dx.doi.org/10.2308/jmar-52434.
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ABSTRACT While compensation consultants are known to play an important role in the design of executive compensation contracts, evidence on the effect of consultant incentives on CEO pay is mixed. Using compensation consultant observations with mandatory fee disclosures, which a prior study identifies as an optimal pay setter, we examine whether CEO pay is associated with consultants' incentives to retain clients, measured by fees for executive compensation services. In contrast to previous studies that find no support for repeat business incentives, we find evidence that CEO pay is higher when consultants receive abnormally high fees, demonstrating a strong incentive to retain the client, and that this positive association occurs only in weakly governed firms. This finding highlights the importance of consultant incentives and corporate governance in executive compensation settings. JEL Classifications: M12; G34; G38. Data Availability: Data used in this study are publicly available.
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Grosse, Matthew, Nelson Ma, and Tom Scott. "Evidence on compensation consultant fees and CEO pay." Australian Journal of Management 45, no. 1 (May 13, 2019): 15–44. http://dx.doi.org/10.1177/0312896219837999.
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Regulators and previous research have expressed concern about the effect of compensation consultants on CEO pay. We use the Australian setting, where fees for both compensation and other consulting services supplied by compensation consultants are mandated disclosures for all firms, to provide evidence on the role of compensation consultants on CEO pay. We find that the use of compensation consultants or remuneration advisers, fees for compensation services and positive residual compensation service fees are associated with higher CEO pay. In contrast, both the provision and the proportion of fees from other services provided by compensation consultants are not. Furthermore, these positive associations are not observed when a Big 4 accounting firm is the compensation consultant. JEL Classification: G38, M12, M48, M52
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Benak, Lynda. "Business Principles for Legal Nurse Consultants." Journal of Forensic Nursing 2, no. 4 (December 2006): 203–4. http://dx.doi.org/10.1097/01263942-200612000-00010.
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Fields, W. Calvin. "Effective Small Business Consultants Are Focused." Journal of Professional Services Marketing 12, no. 2 (December 17, 1995): 127–43. http://dx.doi.org/10.1300/j090v12n02_09.
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Crabtree, Robert G., and Eugene G. Gomolka. "The Case Against Small Business Consultants:." Journal of Customer Service in Marketing & Management 1, no. 4 (November 21, 1995): 79–93. http://dx.doi.org/10.1300/j127v01n04_08.
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Fields, W. Calvin. "Effective small business consultants are focused." Services Marketing Quarterly 12, no. 2 (1995): 127–43. http://dx.doi.org/10.1080/15332969.1995.9985194.
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Evers, Hans-Dieter, and Thomas Menkhoff. "Expert knowledge and the role of consultants in an emerging knowledge-based economy." Human Systems Management 23, no. 2 (June 3, 2004): 123–35. http://dx.doi.org/10.3233/hsm-2004-23207.
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In the emerging globalised knowledge society/economy, a group of professionals, namely experts and consultants gain in importance. The paper discusses the following issues: Who are these experts and consultants? Why is this group of knowledge workers strategically important and why is their importance – socially in terms of number of persons and economically in terms of output or turnover – growing? How can we explain the increasing professionalisation of consultants? How do they gain their expertise and which role does academic knowledge play in professional attainment? How do consultants package and apply expert knowledge? What are the challenges experts and consultants are facing in the new economy? Data from a survey of local consultancy firms are used to construct a profile of the Singapore consulting industry, their staff and their professional organisations. International consultants are more aggressive in advertising and selling their expertise than local consultants. They tend to distance themselves from academics as the producers of innovative knowledge, but stress their own experience. Finally we discuss the new situation under which consultants have to operate in the new economy.
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Vago, Maria. "Why Fish Must Learn to See the Water They Swim In." Family Business Review 8, no. 4 (December 1995): 313–25. http://dx.doi.org/10.1111/j.1741-6248.1995.00313.x.
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The internationalizing of family business is addressed from a consultant's point of view. A template for conceptualizing, addressing, and tracking culture-based variables that impact the consulting engagement is suggested. Examples of cross-cultural variables in perception, attitude, judgment, and behavior are described. Issues especially relevant to family business consultants are delineated.
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Rosen, Diane. "It's All About Culture: Mission, Vision, Values Exercises in Non‐Profits." Board Leadership 2023, no. 189 (September 2023): 1–8. http://dx.doi.org/10.1002/bl.30248.
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Stone, Merlin, and Brett Parnell. "Business Models of Consulting Firms: What do their Leaders Need to Know?" Management Consulting Journal 6, no. 2 (May 24, 2023): 123–31. http://dx.doi.org/10.2478/mcj-2023-0014.
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Abstract Management consultants have found the business model concept to be a useful consulting tool. This article explores its application to management consultancy itself, identifies some business models used by consulting firms, and explores what information leaders of management consulting firms need in order to check whether their business models are right for their markets, and working appropriately.
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Krause-Jensen, Jakob. "Fieldwork in a Hall of Mirrors: An Anthropology of Anthropology in Business." Journal of Business Anthropology 6, no. 1 (May 7, 2017): 102. http://dx.doi.org/10.22439/jba.v6i1.5319.
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An increasing number of anthropology graduates find employment in business organisations, often as culture experts or consultants drawing on ethnographic methods. In this paper I will use my fieldwork experience in the Human Resource Department of Bang & Olufsen to explore the borders and crossovers between anthropological research and anthropological consultancy. Fieldwork took place among human resource consultants (some of them with an anthropological background) who worked for business, i.e. who used ethnographic methods and worked on identifying, describing and communicating the fundamental corporate values, or, as it were, the ’corporate religion’ of the company. How does it affect research stratagems and methodology when the HR employees are in a clear sense both participants in and observers of their own social reality? Is it at all feasible or possible to maintain a distinction between ethnographer and consultant, participant observers and observing participants? Although the distinction between ethnographer and employee cannot be drawn easily, I want to argue that the fact that it is impossible to maintain a watertight separation does not imply that we should abandon the attempt to make the distinction. Being aware of the similarities and overlaps as well as acknowledging the differences is a crucial part of the anthropological methodology.
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Nahavandi, Afsaneh, and Susan Chesteen. "The Impact of Consulting on Small Business: A Further Examination." Entrepreneurship Theory and Practice 13, no. 1 (October 1988): 29–40. http://dx.doi.org/10.1177/104225878801300104.
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The present study focuses on the impact of consulting on small businesses and identifies the reasons why small businesses do not implement some of the recommendations that they receive from consultants. A mail survey of 126 businesses that had sought assistance from the SBDC at the University of Utah was conducted. Results obtained from 106 respondents (84% response rate) indicate that overall, business manager/owners were highly satisfied with the services they received and that they found them useful. They also reported that the consulting had a positive impact on their business. Appropriateness and lack of consultant expertise were cited as primary reasons for not implementing some of the recommendations. The results are discussed in terms of areas in which the SBDCs could improve the assistance they provide small businesses and future directions for research.
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Tokkozhina, Ulpan, Ana Lúcia Martins, and Joao C. Ferreira. "Use of Blockchain Technology to Manage the Supply Chains: Comparison of Perspectives between Technology Providers and Early Industry Adopters." Journal of Theoretical and Applied Electronic Commerce Research 17, no. 4 (December 1, 2022): 1616–32. http://dx.doi.org/10.3390/jtaer17040082.
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Following the interest in blockchain technology (BCT) business solutions and the nascent stage of technology in supply chain (SC) practices, this research compares views from business practitioners who are experienced in real cases of BCT adoption with the views of technology consultants proficient in the complexities of BCT to analyze the benefits and challenges BCT holds for SCs. Based on the comparison of the two sides, the joint views that both adopters and technology consultants share is the ability that BCT holds to speed up processes across SCs through decentralized data access, thus decreasing human errors and reducing paperwork. However, technology consultants perceive the need to increase BCT awareness levels of businesses, to prevent BCT implementation just for reasons such as ‘recordkeeping’ and to reduce misconceptions in areas such as cryptocurrency applications. The findings also revealed that technology consultants insist on the careful evaluation and definition of records to be kept on BCT platforms prior to the adoption process, in order to avoid unnecessary data input. Currently, according to early industry adopters’ cases, most business attempts of BCT adoption use private networks, so technology consultants promote business entities on developing plans towards open-access public networks.
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Owusu-Manu, De-Graft, David John Edwards, Michael Adesi, Edward Badu, and Peter E. D. Love. "Attaining fairness in construction cost consultancy pricing services." Journal of Engineering, Design and Technology 14, no. 4 (October 3, 2016): 699–712. http://dx.doi.org/10.1108/jedt-01-2015-0002.
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Purpose Price fairness is important amongst construction and engineering consultants because a perceived lack of it engenders unwillingness to pay amongst clients. This can create contractual disputes that negatively impact upon a consultant’s ability to generate sufficient revenue to ensure business continuity and survival. With this in mind, this research aims to analyse the pricing measurement forces needed to attain pricing fairness within a Ghanaian construction cost consultancy practice. Specific objectives are to identify the key variables responsible for price fairness within cost consultant services and to establish any interrelationships between them. Design/methodology/approach This study leans towards the positivist methodological tradition by adopting a quantitative approach. A survey questionnaire was distributed to a random sample of 79 construction cost consultancies, drawn from a population of 372, who were registered with the Ghana Institution of Surveyors. Hypotheses developed from the literature review were then tested on data collected. Findings The analysis revealed that fairness of construction cost consultancy services pricing is significantly related to value and affordability, pricing objectives, pricing strategies, taxes and international trade and its effects on inputs for construction cost consultancy services. Originality/value The paper advances knowledge by providing a basis for the consideration of pricing forces in the valuing of construction cost consultancy services which hitherto has not been the case.
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Kamawo, Deby Susan. "‘Bisnis Oriflame, Bisnis Konsultan Itu Sendiri’: Budaya Organisasi Multilevel Marketing untuk Mewujudkan Mimpi." ETNOSIA : Jurnal Etnografi Indonesia 1, no. 2 (April 4, 2017): 37. http://dx.doi.org/10.31947/etnosia.v1i2.1614.
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Multilevel marketing (MLM) is one of the marketing strategy which combines between distribution channel and direct selling to the consumers. One of the most popular MLM companies in Indonesia registered in the Indonesian Direct Sale Association (Assosiasi Penjualaan Langsung Indonesia, APLI) is PT. Orindo Alam Ayu, known as Oriflame, and is focused on beauty products. This article deals with Oriflame’s organisational culture by examining the organisational values and norms to achieve the company’s vision and mission, and how the norms are practiced. The study indicates that in internalizing the values (togetherness, spirit, and passion) and norms of Oriflame (operational principles, conducting a four-in-one events—Welcome Party, Step-One, Step-Two and Meet-Up Team, and success plan through TRB), from which Oriflame consultants learn how ‘to achieve their dream’ (mewujudkan mimpi). In such business, every consultant (upline as well as downline) is a working partner and they workin a complementary system, so that a consultant’s success is the success of others in the network. It is argued in this article that Oriflame is ‘an achievement dream business’ that is developed on the basis of its values and norms. How much income and in what level of success plan are intended to achieve depend on the consultant itself because Oriflame business is ‘the business of the consultant herself/himself’.
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Rosen, Diane. "Purpose‐Driven Leadership: How Authentic Leaders Can Deliver Results for a Nonprofit." Board Leadership 2024, no. 192 (March 12, 2024): 4–8. http://dx.doi.org/10.1002/bl.30259.
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Dr. Diane Rosen is a principal at Compass Consultants, a business consultancy. In this article, she discusses how nonprofit leadership is different from the for‐profit sector and how to optimize impact through authentic leadership.
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Drozdow, Nancy. "What Is Continuity?" Family Business Review 11, no. 4 (December 1998): 337–47. http://dx.doi.org/10.1111/j.1741-6248.1998.00337.x.
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This article examines and expands the concept of continuity and asserts that family businesses and consultants retain a unidimensional definition of continuity in which success is attained only when family and business remain together. It suggests that this thinking is stale—muddied by an idealized version of the family business—and argues that continuity should be defined as the preservation of one or more essential, unique core elements that in turn implicate a set of tradeoffs or elements that may be sacrificed. Continuity approached in this way, where the pursuit of any dimension will have both gains and losses, will inevitably enrich both the client and consultant.
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van Helden, Jan, Anders Grönlund, Riccardo Mussari, and Pasquale Ruggiero. "Exploring public sector managers' preferences for attracting consultants or academics as external experts." Qualitative Research in Accounting & Management 9, no. 3 (August 24, 2012): 205–27. http://dx.doi.org/10.1108/11766091211257443.
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PurposeThe purpose of this paper is to examine the reasons why public sector managers approach either consultants or academics for their help in solving problems related to public sector accounting and management reforms.Design/methodology/approachA field study based on reactions to real‐life constructs and answers to questions about the experiences of public sector managers in Italian, Dutch and Swedish central government agencies.FindingsPublic sector managers approach consultants, due to their experience‐based knowledge, for solving well‐defined practical and technical problems. In the case of tacit knowledge, a strong interaction between the public sector manager and the consultant, denoted as socialization, is the typical way of knowledge transfer. In accordance with expectations, public sector managers approach academics for advice regarding value‐laden problems in their organization. However, academics also give advice about practical and technical issues, usually being the primary domain of consultants, but often when impartial advice is required. Although the authors expected academics to transfer knowledge rather detached from their clients (interiorization), this was not corroborated, because often academics work closely with their counterparts in the client organization.Research limitations/implicationsThe theoretical framework was helpful in explaining the role of consultants, but it required refinement in explaining the role of academics as external experts.Practical implicationsThe paper contributes to a better articulated set of preferences of public sector managers in asking advice from either a consultant or an academic.Originality/valueThe paper offers a simultaneous and systematic empirical examination of the roles that consultants and academics play in public sector management and accounting reforms.
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Kifokeris, Dimosthenis, and Christian Koch. "A conceptual digital business model for construction logistics consultants, featuring a sociomaterial blockchain solution for integrated economic, material and information flows." Journal of Information Technology in Construction 25 (October 29, 2020): 500–521. http://dx.doi.org/10.36680/j.itcon.2020.029.
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In this paper, a new digital business model for independent construction logistics consultants, which features the conceptualization of a sociomaterial blockchain solution for integrated information, material and economic flows, is proposed. Theoretically, we offer an understanding of the economic flow, stress the optimization of construction logistics through flow integration, analyse current approaches to understanding blockchain, adopt sociomateriality to envision a suitable blockchain solution, and consider the way blockchain can constitute part of the value proposition of a related digital business model. Methodologically, we systematically reviewed the literature on blockchain-related construction research, and conducted empirical studies on independent logistics consultants in the Swedish context for more than a year. On the one hand, the literature review reveals that core blockchain properties can generate value for construction logistics (e.g. shared ledger structure and reduction of accounting rework) – however, apart from visions and prototypes, there currently exist no use cases, and potential implementational constraints and security issues are limitedly considered. One the other hand, the empirical findings show that independent construction logistics consultants in the sociomaterial Swedish context are suitable candidates for the proposed digital business model. By combining the literature and empirical insights, a permissioned private proof-of-authority blockchain solution integrating the supply chain flows in a generic sociomaterial setting is conceptualized. This solution is then embedded in the value proposition of a digital business model for an independent construction logistics consultant. The proposition includes, among others, improved process management and increased productivity, while the consultants’ competitive advantage through innovation is facilitated. Other business model segments, like key resources, are also updated via the blockchain solution, while some, like channels, are not significantly affected. To not hinder the realization of this digital business model, issues like the lack of blockchain awareness, and the existing power balances within sociomaterial constellations, have to be addressed.
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Matthias, Olga. "Professional Purchasing Provides Professional Projects and Removes Personal Bias. Doesn’t It?" Management Consulting Journal 1, no. 2 (December 1, 2018): 16–27. http://dx.doi.org/10.2478/mcj-2018-0008.
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Abstract Gone are the days when management consultancy projects were arranged due to friendship and networks, based on relationships between a board member and a consultant. Management Consultancy firms have themselves diluted high-personalisation by adopting a policy of commoditisation and workforce leverage in their quest for optimising profitability. Clients have diluted the one-to-one nature of buying by professionalising purchasing practices. Consulting firms nonetheless invest in relationship managers in the belief they rely on these strong relationships for their future business. Using semi-structured interviews to collect data on buyers’ triggers, validation, decision-making and selection processes, the research presented in this paper explores the changes in purchasing practices and examines what they mean with regard to what clients see as successful relationships between consultants and their clients.
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Gibson, Michael L., Zhangxi Lin, and James R. Burns. "E-Business Experiences of Practitioners and Consultants." Information Systems Management 20, no. 3 (June 2003): 8–21. http://dx.doi.org/10.1201/1078/43205.20.3.20030601/43069.2.
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Matthias, Olga. "The ‘World’s Newest Profession’ is no Longer Dispensable; What Does it Mean for Consultancy Firms?" Management Consulting Journal 1, no. 1 (June 1, 2018): 16–27. http://dx.doi.org/10.2478/mcj-2018-0003.
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Abstract A major focus for consultants is pipeline. Generating future work is as important as delivering current projects because it provides continuity and hopefully growth of the business. This inherent uncertainty in the sales pipeline is perhaps the consulting firms’ biggest concerns. This paper seeks to demonstrate how management consultancy has actually become widespread and embedded in the economic activity of organisations. The research synthesised in this paper presents client perspectives on how consultants add value. Particular insight is given into the key features which differentiate those firms that are chosen for projects against those that are not. The findings suggest that the industry has transitioned from a dispensable service to an institutionalised one, embedded in client business cycles and operating procedures. This has implications for how individual consultancy firms develop and deliver their services, moving emphasis from market uncertainty to service design and quality.
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DeVaughn, Michael L., and Myleen Leary. "The antecedents and impact of industry consultants on the future performance of new banks." Management Research Review 40, no. 11 (November 20, 2017): 1142–62. http://dx.doi.org/10.1108/mrr-07-2016-0176.
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Purpose The purpose of this paper is to examine the antecedents and performance outcomes when startup firms in the US banking industry hire industry consultants. Design/methodology/approach This study uses a sample of prospective startup banks that applied for a new bank charter application in Florida between 1996 and 2005. Logistic regression, ordinary least squares or ordered logistic regression models were used to test hypotheses. Findings Analysis suggests complexity and regulatory change are factors in a founder’s decision to hire a consultant. Consultants have a positive impact on firm financial performance but not on a composite multifactor measure of performance. Additional analyses suggest the effectiveness of consulting assistance hinges on specific attributes of the consulting firm, but cumulative consulting experience is not one of these attributes. Research limitations/implications This study focuses on the impact of consultants on new venture performance in a single industry using archival data. Additional research is likely needed to test the generalizability of the findings in other research contexts and examine motives beyond the financial ones investigated in this study. Practical implications Results suggest that hiring a consultant at startup can satisfy financial stakeholders, but, in a regulated industry, hiring a consultant at startup does not improve a composite, multifactor measure of performance that is important to industry regulators. When deciding whether to commit scarce resources to hiring consultants, founding teams should be clear which external stakeholder and which measure of performance they are seeking to improve. Originality/value While the business advisory role of informal players such as family and friends and more formal players such as board members and federal, state or local governments have been well documented, little attention has been paid to the contributions of industry consultants in startup firms. These overlooked intermediaries play an important role in the successful launch of a new firm. This study examines when and why such advisors might create value for new firms.
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Ongowarsito, Henkie, Harjanto Prabowo, Meyliana ., and Ford Lumban Gaol. "Priority Factors for the Adoption of Cloud ERP Based on the Perspective of Consultants and SMEs." International Journal of Emerging Technology and Advanced Engineering 11, no. 12 (December 25, 2021): 126–33. http://dx.doi.org/10.46338/ijetae1221_14.
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The presence of cloud computing technology is driving changes in the way ERP vendors design, develop, implement, develop and sell ERP products that were previously treated as goods into services. The existing ERP product players who previously provided on-premise ERP solutions are now also providing SaaS solutions to compete with new players providing SaaS solutions. Previous research on the adoption of cloud computing-based ERP has always looked at the adoption factor from the SMEs side, even though the success of implementation is largely determined by the consultant. This study aims to see if there are differences in the priority factors for the adoption of cloud computingbased ERP. This is important because there is a change in the role of consultants who previously played a lot in technical matters for implementing on-premise ERP to SME business process management in SaaS ERP implementation because the technical complexity has been handled by the Vendor. This study uses descriptive statistics to perform different tests and the Entropy method to determine the priority weights of cloud computing-based ERP adoption factors. The results of the study indicate that there are differences in the priority of adoption factors from the consultant's side, the largest is the regulation factor and from the SME side is available resources. For the lowest priority, it turns out to be the same in terms of consultants and SMEs, namely data control. Keywords— Adoption Factor, Consultant, ERP, SaaS ERP, SMEs, consultant, Adoption factor, Entropy.
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Hilburt-Davis, Jane, and Peg Senturia. "Using the Process/Content Framework: Guidelines for the Content Expert." Family Business Review 8, no. 3 (September 1995): 189–99. http://dx.doi.org/10.1111/j.1741-6248.1995.00189.x.
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Family business consultants, whatever their profession of origin, can make use of the distinction between what people say (content) and how they say it (process). This article summarizes some key concepts that process experts draw from family systems, organization development, and conflict resolution/negotiation theories to formulate a process/content framework. We suggest guidelines, illustrated with case examples, that can help family business consultants who are content experts move more thoughtfully and effectively between these two ways of viewing a family business. These guidelines can also help family businesses choose between the process or content experts they may need in different situations.
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Suhendro, Mellisa Christy, Freddy Handoko Istanto, and Maureen Nuradhi. "Interior Architecture Design for Alex’s Salon." KREASI 1, no. 1 (October 13, 2015): 101–7. http://dx.doi.org/10.37715/kreasi.v1i1.45.
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Population growth in the developing city led to increased business development one significant property business and have an impact on the interior business. Lifestyle is more developed and modern influence to the needs and demands of society. Increased property business and restaurant make people competing to be the best, one of the strategies are attracting consumers through interior design offered. Therefore, Kretyv Interior Consultants has a big oppurtunities as an interior consultant here that provide appropriate solutions to problems and consumer demand good quality work. Kretyv Interior Consultant will focus on residential projects because the number of residential and hospitality will increase each year. One way to reach customers is to renovate Alex’s Salon. Be expected, Kretyv can be known by public.
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Kaye, Kenneth. "When the Family Business Is a Sickness." Family Business Review 9, no. 4 (December 1996): 347–68. http://dx.doi.org/10.1111/j.1741-6248.1996.00347.x.
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When a shared business retards the life-cycle development of both generations, it may not be possible for consultants to “restore” their system to health as a family business, because it is unhealthy for such families to be in business together at all. Fantasies of saving their family business, or “succeeding” in passing it to the next generation, are misguided at best. The author argues that when parents' ego development is inadequate, normal individuation makes them and their children so anxious that the business functions like an addiction. A primary role of the consultant is to recognize such cases, diagnose them carefully, and intervene in ways that encourage the next generation to explore a wider range of options.
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Gînguță, Andrea, Petru Ștefea, Grațiela Georgiana Noja, and Valentin Partenie Munteanu. "Ethical Impacts, Risks and Challenges of Artificial Intelligence Technologies in Business Consulting: A New Modelling Approach Based on Structural Equations." Electronics 12, no. 6 (March 20, 2023): 1462. http://dx.doi.org/10.3390/electronics12061462.
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Artificial intelligence (AI) affects all aspects of a business, significantly contributing to problem-solving and introducing new operational processes within companies. Interest in AI is growing due to its capacities regarding the efficiency of operations, reduced working time, and quality improvements. However, to ensure proper development, businesses should also address the ethical effects generated by AI technologies. This research aims to identify AI’s ethical impact and associated challenges in the business consulting industry and the consultants’ perspective on AI’s future implementation in their specific sector. The methodology is based on the design of a structural equation modelling using data collected through a survey addressed to business consultants. The results highlight that ethical concerns are positively correlated with the identified harmful consequences of AI, such as high implementation costs, the possibility that this technology will lead to job losses, or a lack of human interaction and creativity. The consultants’ perspective on the future aspects of AI’s use in business consulting is negatively impacted by the following ethical outcomes: discrimination, invasions of privacy, denial of individual autonomy, unjustifiable results, and disintegration of social connection.
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Costa, Renato Lopes da, Álvaro Lopes Dias, Leandro Pereira, José Santos, and Isabel Miguel. "THE BASIS FOR A CONSTRUCTIVE RELATIONSHIP BETWEEN MANAGEMENT CONSULTANTS AND CLIENTS (SMES)." Business: Theory and Practice 21, no. 2 (October 9, 2020): 666–74. http://dx.doi.org/10.3846/btp.2020.11872.
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In a historical retrospective, although the existing literature calls the management consulting industry an extraordinary sector and a unique phenomenon in the business context, in fact these statements are not accompanied by a number of academic studies that emphasize the importance of the effective management consultant’s work. To battle the lack of studies in this emerging area, this article aims to understand the most important factors from the perspective of consultants and managers to build successful relationships in management consulting projects. Semi-structured interviews and questionnaires were conducted to management consultants and SME managers. Our findings suggests competence and experience of consultants, their ability to understand clients, their professionalism and credibility, the transparency of the processes, values and goals they can put in the performance of their work are the five key factors for building successful relationships.
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Isenberg, Susan. "Merging Education and Business Models to Create and Sustain Transformational Change." International Journal of Adult Vocational Education and Technology 1, no. 4 (October 2010): 31–47. http://dx.doi.org/10.4018/javet.2010100103.
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In 2004, a large Midwest hospital was losing money, patients, employees, and physicians. A business consultant was hired to engage key employees in a process to improve the quality and efficiency of patient care. The improvement was negligible after the first year, so a 3-man consultancy was added in 2005 to engage all employees in an educational process with the same mission. The author was the hospital director of this experimental change project titled Transformation and worked with both the business and education consultants. The opposing models were serendipitously discovered to be parallel and resulted in positive change. The business model was the application of two Six Sigma models, DMAIC (define, measure, analysis, improvement, control) and Ten Step Kaizen. The education model was proprietary but discovered to be a learning process toward self-direction (Taylor, 1986). Interviews were conducted in this grounded theory study to understand the perceived relationship between the 2005 experiment and current realities. Significant improvements were immediate and sustained over time. The hospital is currently making money and attracting patients, employees, and physicians and the emerged theory posits that merging the models creates transformational change, but sustainability requires empowered leaders to manage the process.
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Brown, Fredda Herz. "Loss and Continuity in the Family Firm." Family Business Review 6, no. 2 (June 1993): 111–30. http://dx.doi.org/10.1111/j.1741-6248.1993.00111.x.
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There is little in the family business literature that focuses on the greatest impediment to the succession process: actual, anticipated, or denied losses. In order to successfully handle the issues related to continuity, the consultant must understand and be able to help the family deal with the issues related to loss—particularly the ultimate loss, death. This article examines factors that determine how losses affect family business systems and offers suggestions for consultants about assessment and intervention in these situations.
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Entwistle, Jane. "Business Practice Note No. 16: The value of feedback for growing a business." Structural Engineer 96, no. 6 (June 1, 2018): 20–22. http://dx.doi.org/10.56330/cvzz5817.
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Mellander, Elias, and Anna-Mari Fagerström. "Balancing Acts: Culture as Commodity Among Business Consultants." Culture Unbound 5, no. 3 (September 26, 2013): 319–37. http://dx.doi.org/10.3384/cu.2000.1525.135319.
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In this article the authors intend to analyze how the concept of culture is packaged, sold and delivered as a commodity. It is based on an ethnographic study of a Swedish consultancy in the field of cross-cultural communication and the relationship between the company and its clients. The clients were primarily foreign executives working in Sweden or Swedish expatriates, preparing for life abroad. The significance of culture-as-commodity will be explored from the perspective of the company as well as its clients in order to shed light on how the concept of culture can be communicated and what happens to it in the process. The study shows how the company combines theoretical perspectives from anthropology and intercultural communication with the aim to deliver a complex yet accessible understanding of culture to its clients.
The analysis shows that these perspectives both clash and synergize, creating contradictions as well as turning culture into an accessible and useful tool for clients. The authors argue that researchers in the field of applied cultural analysis can learn from the example put forth by the balancing act between these two perspectives on culture performed by the company. The authors conclude that although the commodification process reduces and simplifies the meaning(s) of culture, the company still manages to put culture on the agenda, demonstrating to its clients how, why, and in what ways it matters to them.
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Davies, Julie, and Kerttu Kettunen. "Book Review: Defining management: Business schools, consultants, media." Management Learning 49, no. 1 (May 23, 2017): 118–23. http://dx.doi.org/10.1177/1350507617709818.
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