Umfassende Losungen finden sich hingegen bei Arthur Andersen, Roland Berger,Ernst Young sowie PricewaterhouseCoopers.
Unternehmensberater Kuhls Hamburg Download Citation CopyRequest full-text Download citation Copy link Link copied Request full-text Download citation Copy link Link copied To read the full-text of this research, you can request a copy directly from the authors.Unternehmensberater Kuhls Hamburg Free No FullAbb. 1). Discover the worlds research 17 million members 135 million publications 700k research projects Join for free No full-text available Request the chapter directly from the authors on ResearchGate.In addition, the term business consultant(at least in Germany) is not protected so that anyone can call themselves a business consultant and practice according to their own understanding of consulting (Niedereichholz, 2010: 14).
The definition and categorization of business consulting in this paper follows Fink Knoblach (2003), Ringlstetter et al. Bamberger Wrona (2008), and Fink (2009). Fink Knoblach (2003) and Fink (2009) divide business consulting further into management consulting, IT consulting and HR consulting.. Information Technology and Information Systems Consulting in the Context of Business Consulting Article Jul 2012 Andreas Drechsler Mahkameh Shahri View. The focus of this paper is on advisory consulting, which presents a form of contentoriented consulting, where a consultant, based on specific knowledge, suggests a solution to a client problem in the form of a report (Bamberger Wrona 2012). The consultant acts as an external and neutral expert.. ProMATA Project Management Assessment Tool for Virtual Consulting Chapter Jan 2018 Volker Nissen Jochen Kuhl Hendrik Krft Jim Eidmann View. Im Unterschied zu diesen Routineprozessen herrscht bei unternehmensberatungsbezogenen Dienstleistungen eine individualisierte Projektorganisation vor (BambergerWrona, 2002; Niedereichholz, 2000). The core elements of strategy are the managerial activities of strategic decisions that determine the overall direction (Watson, 2003), whereas decisions form the foundation of processes (Cohen et al., 1972;Mintzberg et al., 1976). Strategy formulation itself can thus be characterised as organisational process (Bamberger Wrona, 1998). The decision to focus on the process of a strategy formation split strategy research as early as the 1970s in what can be described as a strategic schism.. A strategy-as-practice perspective on the profession and work of strategy consultants Conference Paper Full-text available Jan 2005 Stephan Kaiser Tim Kampe View. First, there is a bulk of publications focusing on improvements of the consultancy business, predominantly published by practitioners (e.g. Collins, 2009; Markham, 2005; Wohlgemuth Gfrrer, 2007 Of grammatology) yet not exclusively (e.g. Bamberger, 2005; Golembiewski, 1993; Niedereichholz, 2000; Niedereichholz, 2001). The second stream of consultancy research can be called critical, which too is divided into a more practice-oriented camp (e.g.. In Search of Organization Consultings Other: Introducing Poststructural Organization Theory to Systemic Practices of Consulting Article Full-text available Doerte Resch Pascal Dey Florian Schulz The management consulting sector exhibits a remarkable homogeneity when it comes to its prevailing paradigm and, related therewith, its preferred subjectivity (i.e. In concrete terms, the consulting sector largely depends on a rationalistic model which fosters, among other things, the view that the world can be subdivided into workable data; that those data are to be viewed as objective, stable facts; that those facts can be analyzed in an unbiased manner; and that they can subsequently be used to support the decision making of management. The second and related objective is to find ways to render the respective insights amenable to practice. In the first step, the rationalistic heritage of consulting is brought to light, which holds, for instance, that consulting forms a linear process based on sound planning, implementation and monitoring. Second, in an attempt to transcend the individualist, realist and rationalist grounding of management consulting, reference will be made to poststructural organization theory which is supposed to decouple consulting from its rationalist, progressive presumption. The third part is devoted to reflect on the practical application of a non-realist approach. Systemic consulting approaches will therefore be summoned and blended with the tenets of poststructural thinking. Potential synergies between the two streams of thought will be discussed on the basis of a consulting project carried out in a large non-profit organization. In this quantitative-empirical study, we examine for the first time systematically the different forms of strategy workshops and their respective effects. The study is based on a survey among 639 managers from different industries in Germany. We identified several factors as crucial for the success of strategy workshops. Keywords: strategy workshops, strategy development, strategy implementation, strategy as practice.
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