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

Sturdy, Andrew and O'Mahoney, Joe ORCID: 2018. Explaining national variation in the use of management consulting knowledge: a framework. Management Learning 49 (5) , pp. 537-558. 10.1177/1350507618788993

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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.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > HB Economic Theory
Publisher: SAGE
ISSN: 1350-5076
Date of First Compliant Deposit: 3 July 2018
Date of Acceptance: 30 June 2018
Last Modified: 14 Jun 2024 05:35

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