Journal of Organizational Change Management: Volume 8 Issue 3

Consulting for real transformation, sustainability, and organic form

Dianna R. Old

Proposes that the practice of consulting for organizational changeoften does not change the organization fundamentally. Suggests that realtransformation occurs at deeper levels of…

Management consulting in the schools: lessons from a system‐wide intervention

Anthony F. Buono, Aaron J. Nurick, Alan N. Hoffman

Presents a case study of a year‐long consulting project in an urbanschool system. Drawing on a multi‐method, stakeholder‐driven fielddesign, describes the consulting process and…

The implementation game

Willem J. Vrakking

Presents a study based on a secondary study of concreteimplementation processes described in the literature and across‐analysis of the implementation processes in which the author…

The impact of third parties on strategic decision making: Roles, timing and organizational outcomes

Todd Saxton

Proposes that previous discussions of strategic decision making inthe strategic management literature have not effectively addressed therole of third parties including…

Strengthening corporate governance through board‐level consultants

William B. Werther, Jeffrey L. Kerr, Robert G. Wright

Corporate governance represents a primary leverage point forimproving organizational performance. CEOs generally control theinformation received by the board of directors, and so…

Internal consulting: perspectives on the process of planned change

Miriam Y. Lacey

Articles on consulting usually focus on the external consultant andthe perspective of the internal consultant is rarely discussed. Comparesthe general world of consulting for…