Journal of Organizational Change Management: Volume 10 Issue 3

Towards a general model of consultancy: Foundations

Craig C. Lundberg

Outlines the foundations for a general theoretical model of consultancy. Specifies the assumptions, domain and model criteria and then goes on to define clients and consultants as…

The concept of “client” from a process consultation perspective: A guide for change agents

Edgar H. Schein

Defines the different categories of client that a consultant must deal with and the levels of intervention that must be considered in relation to client types. Examines the…

Collective construction changes organizational reality: An illustration of the relative influence of both consultants and organizations

Christof Baitsch, Frank Heideloff

Presents an analytic case study of a reorganization project in the Swiss federal patent and copyright bureau (BAGE) on an action and a reflection level. The consultants in the…

Intervening in the shadow systems of organizations: Consulting from a complexity perspective

Patricia Shaw

Suggests that consultants have tended to understand organizational systems in terms of organic metaphors of equilibrium adaptations between system and environment. Examines the…

Enhancing strategic partnerships: Intervening in network organizations

Anthony F. Buono

Although strategic alliances are increasingly commonplace, our understanding of these ventures is still evolving. Drawing on a consulting experience in a network organization…

Consulting in mergers and acquisitions: Interventions spawned by recent trends

Mitchell Lee Marks

Mergers and acquisitions occur frequently in organizations, but rarely achieve their desired financial and strategic objectives. Personal experience gained in more than 50…