Mixing methods to investigate the effective engagement of management consultants

O'Shannassy, T 2008, 'Mixing methods to investigate the effective engagement of management consultants', International Review of Business Research Papers, vol. 4, no. 3, pp. 246-255.


Document type: Journal Article
Collection: Journal Articles

Title Mixing methods to investigate the effective engagement of management consultants
Author(s) O'Shannassy, T
Year 2008
Journal name International Review of Business Research Papers
Volume number 4
Issue number 3
Start page 246
End page 255
Total pages 10
Publisher World Business Institute
Abstract This paper recognizes the important role played in the business community by external management consultants and seeks to improve understanding of how this role can be performed. Insight from the change management and management consulting literature is used to further develop a general model of planned change including the phases of entering, contracting, diagnosing, leading, intervening and evaluating. Mixed methods blending a quantitative survey and qualitative interviews were combined to provide the data for this study. A quantitative survey was completed by a stratified sample of 198 company directors, chief executive officers, top managers, internal consultants and line managers in relation to the practice of external management consultants. Qualitative interviews with 16 leading figures in the Australian business community provide further insight. There is useful support for the model of planned change in the empirical results.
Subject Organisational Planning and Management
Keyword(s) strategy practice
external consultants
mixed methods
ISSN 1832-9543
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