...Alan Simon; Vanya Kumar This article summarises the findings of a study which canvassed clients’ views of strategic capabilities which lead to management consulting success. The survey was undertaken among 171 executives in the top 500 companies in Australia. The major elements that were...

...Vanya Kumar; Alan Simon; Nell Kimberley Reports the findings of a study which aimed to identify the strategic capabilities which lead to management consulting success. The study also aimed to find out what management consultants consider to be performance indicators of consulting success...

... a number of dimensions ‐‐ including models of consultancy, client expectations, consultant capabilities, and consultant type. The paper also addresses the distinction between organisation development consultation and other types of management consulting and concludes that the distinction need not be so...

... an approach to managing change which, if not atheoretical, certainly diminishes the role of theoretical analysis and reflection. Thus, in a book geared up for management and MBA courses, he informs his readers that he is: © MCB UP Limited 1996 Management consultants Management styles Management...

... observation when she ponders the problems of promoting innovation while “sticking to the knitting”. It should be of little surprise, then, that managers, consultants and business academics see the key problems which confront management as being born of uncertainty and exacerbated by problems of communication...

...Bodo B. Schlegelmilch; Adamantios Diamantopoulos; S. Anne Moore Analyses the state of the management consultancy industry in Britain, from both a supply and a demand perspective. Aims to help potential clients evaluate and select consultants; to keep academics in business‐related subjects abreast...

.... The author recounts his own experiences of travelling abroad as a consultant adviser. He also stresses the importance of flexibility and sensitivity towards seminar participants. Business travel Management consultants 20 MANAGEMENT DECISION 27,1 S ome unseen and occasionally amusing aspects...