By Stefan Heusinkveld
Although there has characteristically been substantial field-level recognition on how experts marketplace their rules and practices, there's nonetheless an absence of study that discusses the sooner intra-organizational levels within the improvement technique. whereas the current literature presents very important insights that improve our realizing of consulting, the consultancy undefined, and how that experts current their rules and providers out there for administration suggestions, we all know particularly little in regards to the means knowledge-based techniques strengthen inside consultancy agencies and the mechanisms that form the intra-organizational evolution of those rules and practices.
This publication seeks to handle this hole via revealing how the advance of latest rules and practices takes form in consultancies. The paintings addresses questions equivalent to: during which means do consultancies feel the modern marketplace wishes? How do new principles and practices turn into demonstrated inside a consultancy? How do consultancies search to keep up their repertoire? And what position do those new rules and practices play of their assignments? to supply extra perception into those diverse features of knowledge-based innovation in consultancies, the publication attracts on and integrates literature from diversified proper fields equivalent to product innovation and marketplace orientation, but in addition makes use of institutional and practice-based views. The learn awarded during this e-book could be obvious within the gentle of rising study into ‘knowledge-based innovation’ and ‘new notion improvement’ that focus on empirically learning how wisdom marketers search to improve commercially achievable rules and practices that experience the capability to have an important influence on administration and organizational praxis.
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Extra resources for The Management Idea Factory: Innovation and Commodification in Management Consulting
Example text
He identifies different states in the transformation of management ideas into successful products. A first state of a commodity-in-development that is identified by Huczynski involves ‘raw material’ (1993: 217). This ‘raw material’ may take the form of research findings, theories, principles, tips, or personal experiences, and are believed to constitute the basis for a new commodity, or in Huczynski’s words: ‘One can argue that the management wholesaler takes the raw material of the academic, consultant or hero-manager in a way similar to which a dairy product company buys bulk milk from a farmer.
While after the boom, they withdrew by not using the label, thereby leaving TQM once again to a small number of specialists. At the same time a number of theorists have criticized the assumed ‘relationship’ between the evolving dynamics in the print media discourse and the adoption and implementation of knowledge commodities by organizations. In an early account, Bendix (1956) expressed that there is no doubt about the occurrence of changes in organizational practices in relation to the prevalence of particular ‘management ideologies’ in the wider managerial discourse, but emphasized that these are easily overestimated.
The interviews covered several key themes that directly related to a management idea’s social life: (1) the introduction, (2) the uptake, and (3) the development in time. In these interviews, the attention was not only on the way consultants adopt ‘new’ management ideas, but particularly on their experiences with these ideas on the market and within client organizations. This implied that the interviewees were asked to discuss the perceived changes to the commodity over time, and how they frame these commodities as enacted practices in the context of a clientorganization and why they did it in this way.