Task, Firm Size, and 0rganizational Structure in Management Consulting: An Empirical Analysis from a Contingengy Perspective

Pirmais vāks
Springer Science & Business Media, 2007. gada 6. nov. - 313 lappuses
Foreword The management consulting industry has grown into a sizeable eco nomic sector and employment market in the outgoing 20* century. Globally operating management consulting firms, with thousands of consultants, have emerged. They coexist alongside many small consultancies and single practi tioners. As a result, a remarkable diversity in the organizational structure of management consulting firms has developed. Organizational structure is of utmost importance for consultancies as it directly impacts their business and employment models. Yet, little scientific explanation has been offered so far on the factors accounting for the diversity of organizational structure in manage ment consulting. Michael Graubner explores this contemporary topic. His research is guided by the contingency theory of organizations, one of the classical organi zation theory schools of thought that has been traditionally applied to investi gate organizational structure in manufacturing, banking, and the public sector. The author thoroughly reviews the different aspects of contingency theor- contingency factors, constructs of organizational structure, the concept of fit between contingencies and structure, organic vs. bureaucratic theory - and reflects on them in the light of other organization theory schools of thought.
 

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Saturs

Tables
1
Figure
14
Objectives and results
17
Theory
21
Figure
46
of vertical span and functional specialization according to
56
Figure
59
parsimonious model of contingency theory of organizations
61
Number of consulting firms by industry practices
161
Number of consulting firms by type of functional practices
162
Number of consulting firms by type of expert positions
163
Figure 38 Number of consulting firms by type of sales positions
164
Number of consulting firms by administrative partners
166
Figure 40 Structural differentiation values of 33 consulting firms
167
Number of consulting firms by focusing of consultants
168
Number of consulting firms by specialization of new hires
169

Methodology
79
Data generation
115
Initial coding at three parent nodes
127
The identification of measures and consultancies values
130
Number of consulting firms by marketing approach
139
Number of consulting firms by payment scheme
141
Number of consulting firms by shift of project focus
143
Number of consulting firms by partner involvement in project execution
144
Number of consulting firms by involvement in implementation
145
Number of consulting firms by industry focus
146
Number of consulting firms by functional focus
147
Number of consulting firms by service extensions
149
Number of consulting firms by productization
151
language
152
Task uncertainty values of 33 consulting firms and use of Klient as percentage of all denominations of buyers of consulting firms
154
Organizational size values of 33 consulting firms based on the number of consultants
155
Figure 31 Research sample by different measures of organizational size
156
Number of consulting firms by hierarchical levels among consultants
158
Number of consulting firms by leverage among consultants
159
Number of consulting firms by form of support units
160
Number of consulting firms by simultaneous projects
170
Figure 44 Number of consulting firms by specialization of offthejob training
172
Number of consulting firms by specialization of onthejob training
173
PFOCéSSes
186
Summary
202
theory
203
Discussion
205
Methodology
222
Conclusion
243
Appendix
249
Node trees in NVivo
255
Appendix VIExpressions used by the interviewees for the buyers of consulting services
259
Organizational size values for different measures
261
Structural differentiation values
262
Appendix IXSpecialization values
264
Appendix XCentralization values
265
Formalization values
266
References
267
Autortiesības

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Populāri fragmenti

v. lappuse - Vorreiterrolle fühlen sich ihre Professoren und Doktoranden in Forschung und Lehre verpflichtet. Mit der Schriftenreihe präsentiert die EUROPEAN BUSINESS SCHOOL (ebs) ausgewählte Ergebnisse ihrer betriebs- und volkswirtschaftlichen Forschung.
284. lappuse - Hansen, MT (2005): When Using Knowledge Can Hurt Performance: The Value Of Organizational Capabilities In A Management Consulting Company. Strategic Management Journal, Vol.

Par autoru (2007)

Dr. Michael Graubner promovierte bei Prof. Dr. Jean-Paul Thommen am Lehrstuhl für Allgemeine Betriebswirtschaftslehre, mit den Schwerpunkten Organisation und Personal der European Business School, Oestich-Winkel. Er ist derzeit als Unternehmensberater für McKinsey & Co. in Berlin tätig.

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