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Explaining national variation in the use of management consulting knowledge: A framework

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Explaining national variation in the use of management consulting knowledge : A framework. / Sturdy, Andrew; O'Mahoney, Joe.

In: Management Learning, Vol. 49, No. 5, 01.11.2018, p. 537-558.

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Sturdy, Andrew ; O'Mahoney, Joe. / Explaining national variation in the use of management consulting knowledge : A framework. In: Management Learning. 2018 ; Vol. 49, No. 5. pp. 537-558.

Bibtex

@article{f749f6cee6a94a0c89fcf6e6e6d71d2d,
title = "Explaining national variation in the use of management consulting knowledge: A framework",
abstract = "The management literature frequently assumes that management consultancy is the predominant source of external management knowledge for organisations. However, its use is invariably confined to a few Western, developed economies. Such variation is rarely acknowledged, let alone explained. In this conceptual article, we draw on diverse literatures to explore what drives national variations in consulting usage. To achieve this, we develop a basic framework of influencing factors and apply it to the Japanese context. We conclude by explicating how our analysis has a wider application with respect to other knowledge sources in comparative studies.",
keywords = "Management consultancy, cross-national variation, comparative analysis, external knowledge sources, Japan, management knowledge",
author = "Andrew Sturdy and Joe O'Mahoney",
year = "2018",
month = "11",
day = "1",
doi = "10.1177/1350507618788993",
language = "English",
volume = "49",
pages = "537--558",
journal = "Management Learning",
issn = "1350-5076",
publisher = "SAGE Publications Ltd",
number = "5",

}

RIS - suitable for import to EndNote

TY - JOUR

T1 - Explaining national variation in the use of management consulting knowledge

T2 - A framework

AU - Sturdy, Andrew

AU - O'Mahoney, Joe

PY - 2018/11/1

Y1 - 2018/11/1

N2 - The management literature frequently assumes that management consultancy is the predominant source of external management knowledge for organisations. However, its use is invariably confined to a few Western, developed economies. Such variation is rarely acknowledged, let alone explained. In this conceptual article, we draw on diverse literatures to explore what drives national variations in consulting usage. To achieve this, we develop a basic framework of influencing factors and apply it to the Japanese context. We conclude by explicating how our analysis has a wider application with respect to other knowledge sources in comparative studies.

AB - The management literature frequently assumes that management consultancy is the predominant source of external management knowledge for organisations. However, its use is invariably confined to a few Western, developed economies. Such variation is rarely acknowledged, let alone explained. In this conceptual article, we draw on diverse literatures to explore what drives national variations in consulting usage. To achieve this, we develop a basic framework of influencing factors and apply it to the Japanese context. We conclude by explicating how our analysis has a wider application with respect to other knowledge sources in comparative studies.

KW - Management consultancy

KW - cross-national variation

KW - comparative analysis

KW - external knowledge sources

KW - Japan

KW - management knowledge

U2 - 10.1177/1350507618788993

DO - 10.1177/1350507618788993

M3 - Article

VL - 49

SP - 537

EP - 558

JO - Management Learning

JF - Management Learning

SN - 1350-5076

IS - 5

ER -