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Journal articles on the topic 'Management consulting'

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Author: Grafiati

Published: 4 June 2021

Last updated: 31 January 2023

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1

Bronnenmayer, Matias, Bernd W. Wirtz, and Vincent Göttel. "Determinants of perceived success in management consulting." Management Research Review 39, no. 6 (June 20, 2016): 706–38. http://dx.doi.org/10.1108/mrr-06-2014-0145.

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Purpose This paper aims to conceptualize perceived management consulting success, derive relevant success factors based on principal-agent theory and the resource-based view as well as investigate the particular factors’ influence. Management consulting has become important for improving the competitiveness of a variety of firms. Surprisingly, there is little empirical evidence clarifying what constitutes a successful management consulting project. Design/methodology/approach The authors conduct a survey to empirically investigate the hypotheses. They develop the survey instrument through a literature review, expert interviews, a pre-test and an item-sorting test. To analyze the data from 348 management consultants, the authors apply structural equation modeling. Additionally, they choose a triangulation approach by asking secondary informants about the originally surveyed consultants’ responses. Findings Initially, the authors develop the second-order construct perceived management consulting success, consisting of the factors compliance with budget and schedule, degree of target achievement, profitability as well as expansion and extension. Additionally, they develop an understanding of management consulting’s success factors. In this regard, five of six factors show a significant impact on perceived management consulting success. Originality/value According to the results, the factor intensity of collaboration is of highest importance for perceived management consulting success. Further, the factors common vision, consultant expertise and top management support show comparably strong significant influences. Yet, the authors have to reject the hypothesis about trust. This result conveys the complicacy of the consultant–client relationship and shows that building a trustful relationship between both parties is hard to accomplish.

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Mrochkovskiy, N. "Management Consulting In The Digital Economy." Scientific Research and Development. Economics of the Firm 9, no. 2 (June 25, 2020): 67–72. http://dx.doi.org/10.12737/2306-627x-2020-67-72.

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The article discusses the transformation of management consulting in the digital economy: the functions of management consulting and the reasons for the impact of consulting on the functioning and development of business entities are determined. The author classified the types of management consulting in the digital economy as a special form of organizations. In particular, the following classification features were identified: regularity, nature of interaction, degree of standardization, nature of integration of a consultant and a recipient of services, method of payment for consultant services, formalization of consulting services. The article also provides an overview of opportunities for intensifying and increasing the level of financial and economic efficiency of consulting services.

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3

Hussey, D. E. "Management consulting." Strategic Change 7, no. 5 (August 1998): 249. http://dx.doi.org/10.1002/(sici)1099-1697(199808)7:5<249::aid-jsc373>3.0.co;2-f.

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4

SOROKA, Larysa, Tetiana METIL, and Radyslava SHEVCHENKO-PEREPOLKINA. "Management of a consulting firm." Economics. Finances. Law 5/3, no. - (May 30, 2022): 5–8. http://dx.doi.org/10.37634/efp.2022.5(3).1.

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Introduction. The paper examines the prospects of management of consulting firms in Ukraine. In the 21st century, there is almost no area of business that cannot be linked to consulting. The purpose of the paper is to study the theoretical and methodological principles and scientific and methodological approaches to the management of consulting firms. Results. An empirical study was conducted in the form of a survey of Ukrainian companies on the use of consulting services. The study was conducted in the fall of 2020 throughout Ukraine. The developed questionnaire contained 21 questions. With a response rate of 24%, 194 valid, completed questionnaires were received, which were processed using descriptive statistics. Respondents are quite satisfied with the consulting services they have purchased, but there is a relatively high proportion (40%) of organizations that question the value for money, and 12% have failed to implement the consultant's offer. When choosing a consultant, the surveyed companies pay attention to three main criteria: the cost of services (34%), professional previous relationships (26%), the reputation of the consultant (18%). When asked why they plan to use consulting, 34% of respondents said that this is necessary due to the expectations of various institutions (banks, international grants, etc.), 36% of respondents plan to hire external consultants because the company is too small to have its own internal staff. each area, and 13% would use external consultants in exceptional cases (crisis, restructuring, large investments). Conclusion. According to the survey, the most common reason why Ukrainian companies turn to management consulting is to increase efficiency and finance (investment, project financing, liquidity, etc.). The challenges posed by the growing pressure of the digital revolution in Ukraine will soon give new impetus to the development of consulting services. Further research will focus on comparing trends in Ukraine with other Eastern European countries.

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5

Soblirov, A. A. "Using network partnerships in management consulting." Vestnik Universiteta, no. 6 (July 27, 2022): 56–64. http://dx.doi.org/10.26425/1816-4277-2022-6-56-64.

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The article discusses the use of network partnership in the process of interaction between the consultant and the client in the framework of the search, the client’s receipt of investments and further project support. Traditionally, the process of interaction between the client and the consultant is presented in such a way that only these two parties are the main participants in the consultation process. The article discusses the experience of building a multidisciplinary complex consulting process, in which many participants are involved. This experience is based on the practice of the Business Angels of Russia network community. This article analyses the practice of mainly small consulting organisations that are very different from large ones and provide significantly more customised services. The consulting related to investing funds in the client’s business is in the author’s focus. At the same time, only clients belonging to small and medium-sized enterprises naturally stand out in the work. As a rule, they do not seek advice from wellknown and renowned brands in the field of consulting services. As a rule, they do not have enough money for their services, and large consulting firms themselves choose mainly large clients to work with.

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6

Lessem, Ronnie, Alexander Schieffer, and Reza Moussavian. "Rethinking Management Consulting: Towards Integral Consulting." Transition Studies Review 17, no. 1 (April 21, 2010): 194–203. http://dx.doi.org/10.1007/s11300-010-0141-7.

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7

Westhoff, K. "THL - Management Consulting." B&G Bewegungstherapie und Gesundheitssport 21, no. 01 (February 21, 2005): 28. http://dx.doi.org/10.1055/s-2004-836260.

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8

Hanuláková, Eva, and Ina Kováčová Bečková. "Marketing as a Part of Strategic Management of Consulting Companies." Studia Commercialia Bratislavensia 9, no. 35 (December 1, 2016): 266–77. http://dx.doi.org/10.1515/stcb-2016-0026.

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Abstract Consulting companies in order to be successful and to provide services at high professional level inevitably need clear strategy. They must have an established vision, following up on strategy that forms their way of development. Continuously changing area, strong competition, growing demands by the clients for professionally provided services with additional value and new technology represent key features that evoke necessity of use of marketing at the activity of consulting companies. At consulting companies, the marketing system has its particulars that are typical for consulting companies. The mentioned particulars regard mainly marketing mixture and the position of consultant.

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9

Агаева, A. Agaeva, Баурина, and Svetlana Baurina. "Modern Consulting: Professional Consulting Problems." Economics of the Firm 5, no. 1 (March 10, 2016): 49–51. http://dx.doi.org/10.12737/20811.

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This article is devoted to research of problems of professional consulting in the market of consulting services. The typical management problems are designated which are need to be solved by professional consultants. The typology of consultants in the market in the field of management consulting is considered.

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Major, Richard Jackson, Madina Rival, Maryse Carmes, and Michel Seccia. "Inclusive management consulting: a study of client-consultant relationship." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 16748. http://dx.doi.org/10.5465/ambpp.2019.16748abstract.

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11

Dib, Rita Wilson, Xiqi Li, Samuel Shelburne, Anne-Marie Chaftari, Ray Y. Hachem, Ruth Reitzel, Nylev Vargas-Cruz, Thomas L. Holland, Vance G. Fowler, and Issam Raad. "1036. Whole Genome Sequencing Analysis of a Large Cohort of Staphylococcus epidermidis Blood Culture Positive Isolates From a Multicenter Clinical Trial." Open Forum Infectious Diseases 5, suppl_1 (November 2018): S309—S310. http://dx.doi.org/10.1093/ofid/ofy210.873.

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Abstract Background Staphylococcus epidermidis is a leading cause of healthcare-associated bacteremia, but the clinical course of S. epidermidis isolated from blood cultures ranges from contamination to serious deep seated infections. We tested the hypothesis that the genetic characteristics of S. epidermidis isolated from blood cultures are significantly associated with disease severity using whole genome sequencing (WGS). Methods We performed WGS of 163 S. epidermidis isolates from a large prospective multicenter, randomized control trial that assessed the safety and efficacy of algorithm-based treatment of patients with staphylococcal bacteremia (ClinicalTrials.gov #NCT01191840). Patient’s infection types were divided into simple (including possible contamination), uncomplicated and complicated bacteremia. Failure was defined as persistent signs and symptoms of infection at 72 hours, persistent bacteremia at 7 days, relapse, complications or overall mortality within 28 days of therapy. WGS was performed using Illumina Miseq, followed by in silico multi-locus sequence type identification and phylogenomic analysis using kSNP. Results Of the 163 isolates analyzed, 39 sequence types (STs) were identified with ST2 and ST5 isolates being most frequently identified (21% and 20%, respectively). ST2 and ST5 isolates were significantly more likely associated with uncomplicated and complicated infections rather than simple bacteremia (P = 0.01 by χ2 test). By multivariate regression analysis, having an ST2 or ST5 S. epidermidis bacteremia was an independent predictor of a complicated infection (odds ratio 4.28, 95% CI 1.36–13.42). Using WGS based branching points rather than sequence typing allowed for additional strengthening of the association of S. epidermidis genetic clustering and clinical infection types (figure). Although there was no significant difference in failure rates among patients infected with different STs, ST2/ST5 strains were significantly more likely to cause relapsing infections (85.7%, P = 0.02). Conclusion WGS could offer a prognostic tool in the management of S. epidermidis bacteremia. ST2 and ST5 strains may help predict a complicated bacteremia course which would warrant appropriate antimicrobial therapy. Disclosures T. L. Holland, Basilea: Consultant, Consulting fee. Motif Bio: Consultant and Scientific Advisor, Consulting fee. Theravance: Consultant, Speaker honorarium. Genentech: Consultant, Consulting fee. V. G. Fowler Jr., Debiopharm: Consultant, Consulting fee. Durata: Consultant, Consulting fee. Merck: Consultant and Scientific Advisor, Consulting fee. Cerexa/Actavis/Allergan: Grant Investigator, Grant recipient. Pfizer: Consultant and Grant Investigator, Consulting fee and Grant recipient. Advanced Liquid Logics: Grant Investigator, Grant recipient. NIH: Grant Investigator, Grant recipient. MedImmune: Consultant and Grant Investigator, Consulting fee and Grant recipient. Basilea: Consultant and Grant Investigator, Consulting fee and Grant recipient. Karius: Grant Investigator, Grant recipient. Contrafect: Consultant and Grant Investigator, Consulting fee and Grant recipient. Regeneron: Grant Investigator, Grant recipient. Genentech: Consultant and Grant Investigator, Consulting fee and Grant recipient. Affinergy: Consultant and Grant Investigator, Consulting fee and Grant recipient. Locus: Grant Investigator, Grant recipient. Medical Surface, Inc.: Grant Investigator, Grant recipient. Theravance: Consultant, Consulting fee and Speaker honorarium. Green Cross: Consultant, Speaker honorarium. Grifols: Consultant, Consulting fee. xBiotech: Consultant, Consulting fee. Achaogen: Consultant, Consulting fee. Medicines Co: Consultant, Consulting fee. Novartis: Consultant, Consulting fee. Novadigm: Consultant, Consulting fee. Bayer: Consultant, Consulting fee. Cubist: Consultant, Consulting fee. Debiopharm: Consultant, Consulting fee. Durata: Consultant, Consulting fee. I. Raad, The University of Texas MD Anderson Cancer Center: Shareholder, Licensing agreement or royalty. The Unversity of Texas MD Anderson Cancer Center: Shareholder, Dr. Raad is a co-inventor of the Nitroglycerin-Citrate-Ethanol catheter lock solution technology which is owned by the University of Texas MD Anderson Cancer Center (UTMDACC) and has been licensed to Novel Anti-Infective Technologies LLC, in which UTMDACC and Licensing agreement or royalty.

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12

Parks, Michael. "Consulting." Journal of Business Strategy 21, no. 1 (January 2000): 10–11. http://dx.doi.org/10.1108/eb040052.

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13

Kulkarni, Samarth. "Management consulting for scientists." Nature Biotechnology 25, no. 12 (December 2007): 1489–90. http://dx.doi.org/10.1038/nbt1207-1489.

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14

Maupin, Rebekah J. "Redesigning Management Consulting Practices." Leadership & Organization Development Journal 11, no. 4 (April 1990): 3–9. http://dx.doi.org/10.1108/01437739010003282.

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15

Braunschweig, Arthur. "Institutions: E2 management consulting." International Journal of Life Cycle Assessment 3, no. 2 (March 1998): 62. http://dx.doi.org/10.1007/bf02978484.

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16

Srinivasan, R. "The management consulting industry." IIMB Management Review 26, no. 4 (December 2014): 257–70. http://dx.doi.org/10.1016/j.iimb.2014.09.001.

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17

Bondarchuk, Liudmyla. "Features of modeling of management consulting in modern conditions." Vìsnik Marìupolʹsʹkogo deržavnogo unìversitetu. Serìâ: Ekonomìka 10, no. 20 (2020): 17–24. http://dx.doi.org/10.34079/2226-2822-2020-10-20-17-24.

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In today's conditions, a major number of business structures in Ukraine use services of consulting companies, the main reasons are the ability to form a sequence of elements of the system of consulting model, necessity to provide confidential information to third party company, and also absence of previous experience of cooperation with consulting companies and low level of information about their activities in the media. That is why the spread of practice of using services of consulting companies in general and on issues of the organization of accounting work among national enterprises becomes especially relevant and important. In today's conditions there is an urgent need in the rational use of funds, means of labor and various resources by defining and implementing effective mechanisms of the management system at the level of the enterprise, which relevant form the list and the system of management consulting and consulting services. Features of modernity create important tools and means of interaction at the level of consulting services, and in particular the preparation of a consulting model and modeling elements of the mechanism of using management consulting, to which the relevant research is devoted. The demand of management consultants as experts of innovative development of organizations, and the creation of special components of the model of management services arethe important features of this area of activity at the state level. Thus, the ultimate goal of consultancy and as a result of creating a model of consulting services is the help the client to make progressive changes in his organization. In Ukraine, where political, economic, social, technological changes occur quite chaotic, it is necessary to take into account that fact that people and organizations need not only changes but also stability and continuity. Finding a balance between changes and stability is one of the main tasks of a consultant. Thus, consulting modeling is a professional activity which consists in providing independent and objective advice and technical assistance by qualified specialists, enterprises, and organizations to individual entrepreneurs in order to assist them in identifying and researching management problems, finding their optimal solutions, methodology of implementing recommendations.

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18

Shaw, David. "Aristotle and the Management Consultants: Shooting for Ethical Practice." Philosophy of Management 19, no. 1 (December 11, 2019): 21–44. http://dx.doi.org/10.1007/s40926-019-00125-w.

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AbstractThe academic literature on management consulting raises many questions about the ethics of management consulting. The uncertain, emergent, and often socially constructed nature of management consultancy knowledge limits the scope both for regulating the industry in the manner of the established professions, and for evaluating management consultants’ work objectively. The character of management consultants is therefore a central issue in how far clients and other stakeholders can trust them. This paper considers three questions, using Aristotle’s Nicomachean Ethics as a guide. These are, first, ‘What is the function of a management consultant?’, second, ‘How should a management consultant act in order to be a good management consultant?’, and third, ‘Where does the boundary lie between the ethical responsibilities of the management consultant and those of the client and other stakeholders?’ Aristotelian virtue ethics are valuable in answering these questions. Their focus on character is well suited to the distinct ethical problems of management consulting. Aristotle’s overarching concern with human flourishing, and an ethically balanced approach towards benefiting from the good things to which a virtuous person may aspire, has more promise as an influence on consultants’ behaviour than the lists of prohibitions that typify codes of ethical practice in the industry. Aristotle’s call for leaders to habituate their people to ethical behaviour should be heard by the leaders of management consultancy firms. In accordance with Aristotle’s philosophy, this paper proposes a positive target at which management consultants can aim in shooting for ethical practice.

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19

Fink, Dietmar, and Oded Löwenbein. "A management consulting view on the statistical consulting process." AStA Advances in Statistical Analysis 94, no. 1 (November 28, 2009): 105–9. http://dx.doi.org/10.1007/s10182-009-0119-0.

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20

Kopytko, Marta, and Mariana Veresklia. "TRENDS AND CHALLENGES IN THE FIELD OF CONSULTING AND BUSINESS PROCESSES MANAGEMENT." Social & Legal Studios 12, no. 2 (June 30, 2021): 151–59. http://dx.doi.org/10.32518/2617-4162-2021-2-151-159.

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The article, based on the analysis of the evolution of the service sector, examines the scientific and theoretical foundations of consulting activities, highlighting aspects of the structure, types of consulting, as well as the reasons for the demand for consulting services. In the process of scientific research is determined by the use of methods of analysis, synthesis, grouping, formed the conditions for the spread of demand for consulting services in the world. It is determined that the problems that arise in modern enterprises and the significant level of uncertainty in the business environment, which causes uncertainty for managers, necessitate seeking help. The rapid progress of management consulting is also due to the lack of agreed standards (as opposed to such types of consulting as law or accounting), which allows almost any specialist, even a little knowledgeable in this matter, to consult. Today, there is a trend of colonization by American and European consulting markets in Asia, India and Eastern Europe. Thanks to this geopolitics, leading consulting firms receive more than a third of their profits. Recently, counselling in the social and public sectors has become attractive and profitable. Significant attention in the study is focused on the level of competition in the field of consulting in the world. Therefore, it is determined that the effectiveness of counseling directly depends on the personal participation and professionalism of a particular counselor. In this regard, the mutual understanding of the consultant and the client and their fruitful cooperation become especially important. The problems, tendencies and challenges faced by enterprises that require the involvement of external business consultants are analyzed, as well as the problems that accompany consulting companies in the process of activity. The analysis emphasized the peculiarities of the process of managing business units, as well as the impact on the level of economic security of economic entities.

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21

Teimuraz Tabatadze, Zhana Tolordava, and Teimuraz Gognadze Teimuraz Gognadze. "Development Trends of Management Consulting." Economics 105, no. 09-10 (November 24, 2022): 171–81. http://dx.doi.org/10.36962/ecs105/9-10/2022-171.

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In the modern reality, due to the development of business and the need for enhancing its efficiency, we see that the demand for consulting services is growing permanently. Most important is the management consulting, which has become a mainstream practice in such sectors of the national economy such as industry, transportation, building and construction, services and the state and the private agencies. Moreover, Management consulting is in fact an assistance to the managers for increasing the efficiency of the entity’s operations offered by the independent experts highly qualified in a particular sector of industry. Consulting services rendered through the specialized companies and agencies are a widespread practice throughout the world. In fact they have grown into an independent industry. One more trend pertaining to such industry is its ever growing scope that results in a growing demand and consequently, its further development. Such growing demand for the consulting services is explained by the fact that managements of companies try to master and promptly introduce new management practices, advanced ideas, new equipment and technologies with the aim to increase profits and ultimately make their companies more competitive in an ever growing market conditions. Key words: management consulting, advanced management practices, outsourcing, scope of services, keeping confidentiality.

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22

Klat-Smith, Alexander. "Book Review: Current Trends in Management Consulting (Research in Management Consulting, volume 1)." Organization Studies 26, no. 6 (June 2005): 959–62. http://dx.doi.org/10.1177/0170840605054613.

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Schmuck, Roland. "Strategic management consulting in Hungary." Strategic Management 25, no. 3 (2020): 45–53. http://dx.doi.org/10.5937/straman2003045s.

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Several Hungarian SMEs are facing problems using management methodologies. The goal of the research is to analyze the Hungarian management consulting market based on two previous Hungarian surveys. Strategic management consulting is one of the most important management consulting topics. The purpose of this research is to understand the Hungarian strategic management consulting market better. Two surveys are compared with each other and the size of the Hungarian strategic consulting market is calculated based on these secondary data. Trends and problems in the industry are also described briefly. The results of this research contribute to better understanding of the developments happening in this industry.

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Peirano-Vejo, Maria Elisa, and Ralph E. Stablein. "Do consultants in corporate governance share a community? An empirical study on their practice." Journal of Management & Organization 16, no. 2 (May 2010): 299–313. http://dx.doi.org/10.5172/jmo.16.2.299.

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AbstractWe present an empirical study on the community of management consultants in the specialty of corporate governance. Although most studies on consulting are done on large multinational consulting firms, we suggest an alternative framework that encompasses the heterogeneity of the industry, considering also the smaller consulting firm and the independent consultant. We have qualitatively studied the practice of consultants specialized in corporate governance and looked for evidence of community belonging. Drawing on a Kuhnian theoretical framework and adapting his notion of knowledge creation to a governance consulting scenario, we explore community belonging, entry and exit mechanisms into the consulting community of governance, common culture and language, and regulation of the community. Findings confirm that consultants have mixed professional identities and an overlapping of memberships of various communities. Our results show that although no formal regulation or organization regulates corporate governance consulting, mechanisms such as reputation, career paths, experience and credibility work in strengthening the practice of the community.

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Lee, Siew-Peng. "Ready for Business: An Anthropology Graduate as Change Management Consultant." Journal of Business Anthropology 10, no. 1 (July 16, 2021): 161–81. http://dx.doi.org/10.22439/jba.v10i1.6330.

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This paper is a historical, confessional and ethnographic account of a former change management consultant in a global consulting firm who later went on to complete a PhD in social anthropology. Locating herself as both the researcher and informant, the writer gives her ‘native’ account of one model of management consulting that was based on a proprietary ‘method’. She notes how her undergraduate training in anthropology made her a more effective consultant as she tried to make sense of the culture of various client organizations for the specific purpose of designing and developing training materials. By mapping the ways in which anthropological theory and methodology could be aligned to meet the business goals of her clients, the paper aims to persuade both prospective employers and students alike to see how anthropology can be applied effectively in the business world.

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Клопотовская, P. Klopotovskaya, Лукьянова, and Tatyana Lukyanova. "Personnel Management Consulting: Conceptual Frameworks for Use." Management of the Personnel and Intellectual Resources in Russia 3, no. 6 (December 15, 2014): 26–31. http://dx.doi.org/10.12737/7297.

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Personnel management consulting is a relatively new field, developing in response to the need of organizations to improve and develop their personnel management processes. This is evidenced by the growing market share and revenues, enjoyed by consulting companies as a result of executing various personnel management projects. Despite rapid developments in practice the field of personnel management consulting yet lacks deep theoretical insights. The paper outlines prerequisites for proper use of personnel management consulting, allowing to consider these activities as a separate fi eld of management consulting. Also presented are managers’ reasons for employing professional consulting skills; principles and conditions for use of professional consulting services; outlined are fields where personnel management consulting can be especially efficient.

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27

Shugan, Steven M. "Editorial: Consulting, Research, and Consulting Research." Marketing Science 23, no. 2 (May 2004): 173–79. http://dx.doi.org/10.1287/mksc.1040.0078.

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Kamol Sharifovich, Yuldashev. "Ways to Improve Information and Consulting Services in the Field of Tourism." International Journal of Business, Technology and Organizational Behavior (IJBTOB) 1, no. 2 (April 6, 2021): 98–104. http://dx.doi.org/10.52218/ijbtob.v1i2.15.

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This article analyzes the scientific basis for the development of information and consulting services, explores the role of consulting services in tourism, as well as offers to open a unitary enterprise, the introduction of Internet consulting services and improve training to implement it in the tourism business of Uzbekistan. In the hotel business, as in any other, the main thing is profitability. The purpose of consulting is to provide comprehensive information to the customer (hotelier) for making a decision, to suggest options and describe the risks that are lacking in the hotel business in Uzbekistan. A consultant is primarily a partner, an independent expert (Arsenev Aleksey.2015). Consulting solves the issues of management, economic, financial, investment activities of organizations, strategic planning, optimization of the general functioning of the company, business management, and research and forecasting of sales markets, price movements, etc. Our problem in tourism is that hotel business owners have no idea how to properly set up a hotel management system, which in most cases will lead to hotel bankruptcy.

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29

Gross, Andrew C., and Jozsef Poor. "The Global Management Consulting Sector." Business Economics 43, no. 4 (October 2008): 59–68. http://dx.doi.org/10.2145/20080408.

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Shishkina, Ekaterina V. "CONSULTING SERVICES IN HOTEL MANAGEMENT." StudNet 5, no. 6 (2022): 98. http://dx.doi.org/10.55186/26584964_2022_5_6_19.

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31

Haslam, Simon. "Management Consulting: The Road Ahead." Management Consulting Journal 4, no. 1 (January 1, 2021): 1–4. http://dx.doi.org/10.2478/mcj-2021-0001.

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Abstract This is a view of the $150bn global management consultancy industry, abridged from a masterclass presentation given to the Institute of Management Consultants and Advisers in Ireland in November 2020. The paper looks forward and explores the implications of current sector dynamics. It is structured into two sections: the global management consulting market, and the implications for consulting business models.

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32

WERR, ANDREAS. "Managing Knowledge in Management Consulting." Academy of Management Proceedings 1998, no. 1 (August 1998): A1—A7. http://dx.doi.org/10.5465/apbpp.1998.27658599.

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Buono, Anthony F., Aaron J. Nurick, and Alan N. Hoffman. "Management consulting in the schools." Journal of Organizational Change Management 8, no. 3 (June 1995): 18–30. http://dx.doi.org/10.1108/09534819510090132.

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Costa, Renato Lopes Da, José Brás Dos Santos, and Nelson António. "Management Consulting Practices and Praxis." International Journal of Learning and Change 1, no. 1 (2018): 1. http://dx.doi.org/10.1504/ijlc.2018.10016621.

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Costa, Renato Lopes Da, Nelson Santos António, and José Brás Dos Santos. "Management consulting practices and praxis." International Journal of Learning and Change 11, no. 1 (2019): 39. http://dx.doi.org/10.1504/ijlc.2019.097182.

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36

Waisberg, Isaac. "Management Consulting as Hiding Hand." Academy of Management Proceedings 2014, no. 1 (January 2014): 10853. http://dx.doi.org/10.5465/ambpp.2014.10853abstract.

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37

Ball, Daniel R., and John Maleyeff. "Lean Management of Environmental Consulting." Journal of Management in Engineering 19, no. 1 (January 2003): 17–24. http://dx.doi.org/10.1061/(asce)0742-597x(2003)19:1(17).

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38

Elkin, Graham, and Sandy Elkin. "Physical Therapy and Management Consulting." Physiotherapy 76, no. 9 (September 1990): 571–74. http://dx.doi.org/10.1016/s0031-9406(10)63051-9.

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Martiny, Marilyn. "Knowledge management at HP consulting." Organizational Dynamics 27, no. 2 (September 1998): 71–77. http://dx.doi.org/10.1016/s0090-2616(98)90025-0.

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Bronnenmayer, Matias, Bernd W. Wirtz, and Vincent Göttel. "Success factors of management consulting." Review of Managerial Science 10, no. 1 (September 23, 2014): 1–34. http://dx.doi.org/10.1007/s11846-014-0137-5.

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Savall, Henri, and Veronique Zardet. "Management Consulting in Public Services." Academy of Management Proceedings 2012, no. 1 (July 2012): 12335. http://dx.doi.org/10.5465/ambpp.2012.12335abstract.

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Cosier, Richard A., and R. Dan Dalton. "Management Consulting: Planning, Entry, Performance." Journal of Counseling & Development 72, no. 2 (November 12, 1993): 191–98. http://dx.doi.org/10.1002/j.1556-6676.1993.tb00920.x.

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PRICE, JOSEPH L., and BRENDA REISS-BRENNAN. "Consulting Telesis." Nursing Management (Springhouse) 20, no. 11 (November 1989): 80I. http://dx.doi.org/10.1097/00006247-198911000-00019.

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O., Trut. "MANAGEMENT CONSULTING AS A COMPONENT OF PROFESSIONAL, SCIENTIFIC AND TECHNICAL ACTIVITY OF UKRAINE." Scientific Bulletin of Kherson State University. Series Economic Sciences, no. 44 (December 20, 2021): 30–35. http://dx.doi.org/10.32999/ksu2307-8030/2021-44-5.

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The article is devoted to the study of the current state and prerequisites for the development of management consulting as a component of professional, scientific and technical activities of Ukraine. The essence and functions of professional management consulting in the structure of NACE2010 are revealed. According to static data of the State Statistics Service of Ukraine, the dynamics and structure of development of the field of professional, scientific and technical activities of Ukraine during 2012–2020 were studied. The slowdown in economic growth in 2020 has been revealed in both the industry as a whole and management consulting services caused by the economic crisis caused by the global COVID19 pandemic. According to the structure of busi-ness entities of the studied industry, there are business entities with the status of individual entrepreneurs. Difficulties have been identified in determining the importance of management consulting in the national economy, due to the lack of statistical infor-mation on the parameters and performance of management consultants. A clear synchronization in the dynamics of the studied market parameters of the development of the industry is a component of professional, scientific and technical activities of Ukraine and management consulting. The dialectical system connection of the development of the field of professional, scientific and technical activity and the market of management consulting services is proved. Modern management consulting is revealed as a leading infrastructural institute of economy, where intellectual products are created, which contribute to the qualitative improve-ment of the activity of socioeconomic subjects at the micro and macro level. The innovative orientation of the national economy as a prerequisite for the spread and effective development of management consulting in Ukraine is substantiated. Stimulating and disincentive factors for the development of management consulting in the national economy are argued. Prospects for the development of management consulting in the national economy under conditions of stabilization, the formation of a favorable foreign economic environment, as well as the Government's actions to continue the implementation of measures to mitigate the negative effects of the COVID19 pandemic.Keywords: management consulting, professional, scientific and technical activity, consultant, statistical information, factors, development. Статтю присвячено вивченню сучасного стану та передумов розвитку управлінського консультування як складової частини професійної, наукової та технічної діяльності в Україні. Розкрито сутність і функції професійного управлінського консультування у структурі КВЕД2010. За даними Державної служби статистики України досліджено динаміку, структуру розвитку галузі професійної, наукової та технічної діяльності впродовж 2012–2020 рр. Виявлено синхронну поведінку досліджуваних ринкових параметрів розвитку галузі та управлінського консультування. Аргументовано стимулюючі та дестимулюючі чинники розвитку управлінського консультування в національній економіці. Обґрунтовано перспективи розвитку управлінського консультування у сфері професійної, наукової та технічної діяльності в Україні. Ключові слова: управлінське консультування, професійна, наукова та технічна діяльність, консультант, статистична інформація, чинники, розвиток.

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Samorukov, A. P. "MANAGEMENT CONSULTING. DEVELOPMENT PROSPECTS IN RUSSIA." Scientific Journal ECONOMIC SYSTEMS 1, no. 175 (2021): 104–10. http://dx.doi.org/10.29030/2309-2076-2021-14-3-104-110.

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Management consul ting is one of the fastest growing types of consulting in the structure of domestic services, since most enterprises are faced with the need to change management strategies, adapt to market requirements, as well as deeper implementation of digital technologies in the business processes of enterprises. This article reveals the theoretical foundations of management consulting, gives its classification, characterizes the conceptual apparatus and stages of the consulting process. The analysis and verification of the problems of the development of management consulting in Russia has been carried out. The practice is generalized and the assessment of the prospects for the development of management consulting in Russia is given.

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Mihailović, Branko, Katica Radosavljević, and Vesna Popović. "Development factors of management consulting in Serbia." Ekonomika preduzeca 69, no. 7-8 (2021): 414–21. http://dx.doi.org/10.5937/ekopre2108414m.

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This paper explores management consulting in Serbia, which is analysed using the factors of its development. The most important drivers of the consulting market development in Central and South-Eastern Europe are the privatization and reorganization of state enterprises, the enlargement of the EU to the eastern region and the liberalization of national markets. The main goal of the research is to determine the most important factors in the development of management consulting in Serbia. Management consulting is in fact the result of managers' need for integrated and complex business information. The basic idea of this paper was to investigate in the empirical way the influence of certain factors on the development of management consulting in Serbia. Empirical research was carried out by gathering relevant data on a sample of 150 consulting organizations in Serbia. The target group of the research is the management consultants who are included in the sample. The research by survey was conducted by telephone surveys and direct interviews. Factor analysis was used for singling out the factors that influence the development of management consulting in Serbia. Factor analysis has shown that the three most important factors in the development of management consulting in Serbia are: managerial capabilities and skills, project activities and transformation of enterprises and markets. The aim of this paper is to point out key factors in the development of management consulting in Serbia, inform economic stakeholders about the importance of management consulting and the ways how to use it.

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Meng, Xianbao, and Yuehua Xiong. "Analysis and Related Suggestions on the Whole Process Engineering Consulting Service Mode at Home and Abroad." Frontiers Research of Architecture and Engineering 4, no. 1 (May 19, 2021): 17. http://dx.doi.org/10.30564/frae.v4i1.2758.

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This paper first introduces the basic connotation of China’s whole process engineering consulting. Immediately, analyze the organization model, service procurement model and charging standards of foreign whole-process engineering consulting (international terminology full-life cycle engineering consultant). Second, discuss the government’s role in the development of engineering consulting from two aspects: service management and market access. Finally, combined with the above analysis, the specific problems faced in the implementation process of the whole process engineering onsulting are compared. Provide relevant suggestions on how companies and individuals respond to industry development trends.

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Rogers, J., J. Cochrane, and C. Barwick. "The Use of Surveys as a Critical Tool in Consultation: The Coronary Primary Prevention Trial." Canadian Journal of Psychiatry 31, no. 3 (April 1986): 191–96. http://dx.doi.org/10.1177/070674378603100302.

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Selected findings from each of three surveys administered to the staff of the Canadian site of the Coronary Primary Prevention Trial during a consulting assignment are provided to illustrate the benefits of using surveys in Mental Health consultation. As demonstrated, survey results can assist the consultant to identify and prioritize staff concerns, convince management of the need for action and direct and monitor consulting activities over time.

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Burger, H. A. "Consulting." IEEE Potentials 15, no. 2 (1996): 25. http://dx.doi.org/10.1109/mp.1996.490050.

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Клычова, Гузалия, Guzaliya Klychova, Алсу Закирова, Alsu Zakirova, Альфия Юсупова, Al'fiya Yusupova, Айгуль Клычова, and Augul Klychova. "KEY INDICATORS OF EFFICIENCY OF ADMINISTRATIVE CONSULTING." Vestnik of Kazan State Agrarian University 13, no. 2 (August 6, 2018): 155–60. http://dx.doi.org/10.12737/article_5b350b45e6e7f0.43921342.

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One of the main reasons for using counsulting in an organization is the expected positive economic effect, because the client is interested in the quality of the result, and not the process of counseling. However, it should be borne in mind, that the result, obtained from the implementation of the consulting project, can be influenced not only by the consultant, but also by the client himself. In assessing the quality of counseling, the following factors are taken into account: the macro and microenvironment and the specific situation in the organization itself; qualification, personal experience, goals and motivations, personal qualities of the consultant; experience, worldview, personal qualities of the client. In the article, to evaluate the effectiveness of management consulting, it was proposed to apply a system of key indicators for assessing the effectiveness of the social aspect of management counseling. The advantage of using proposed in the article’s key performance indicators are: the presence of a systematic approach to the analysis of the activities, because it uses indicators, that reflect the key factors in increasing the efficiency of management; during the analysis the dynamics and changes in key indicators are evaluated, which allows analyzing both effective and unprofitable organizations from a unified position; the methodology assumes calculation of various indicators: natural and cost, qualitative and quantitative. This methodology allows any organization to really assess the effectiveness of management consulting and its impact on the management of production and financial activities.

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