Abstract: This paper describes an early stage of research that aims at understanding phenomena at work in the emergence / diffusion / decline of managerial innovations. Its ultimate objective lies in enhancing the circulation and diffusion of managerial innovations and experience within the “management knowledge market”, and in improving the relative position of an important player, academia, in regard to other players, such as consultancies, within that market.
It first describes the scope, and the interest of that overall research, and then provides a review of the literature related to the “Management Knowledge Market”. It finally addresses the issue of the “domination” of that market by management consultancies or academia, before a short description of future research on that question

Abstract: In a world of increasing uncertainty and unpredictable market development some managers rely on expert knowledge provided by management consultants. But how can they ensure that the work of the management consulting firm is of any value to them? In order to evaluate the success of a consulting assignment various obstacles have to be overcome. Nevertheless, an increase in the use of success fees has been observed over the last few years. The aim of this paper is to examine options for overcoming the evaluation obstacles and for determining the success of consulting assignment. In order to answer these questions, six consulting projects, where the fee level is linked to the results of the project, are analyzed in detail.

Abstract: While consultants seek family business clients, family business owner-managers refrain from engaging management consultants. However, existing literature on family business consulting is of anecdotal nature written by or for practitioners. Drawing on a vertical boundary model using transaction cost economics and resource-based view, this paper examines whether and under what conditions family businesses can benefit from consultants. Taking a multidimensional view of family businesses we show that management consultants can have varying degrees of benefit to family businesses, depending on differences in level of family influence, level of goal alignment, which generation of the family is involved, and the degree of business complexity. From these differences consultants can learn important lessons when prospecting for new clients.

Abstract: Generating alternative strategies by using various models is quite straight forward as long as they are few and compatible. Models were created to fit the environment and the organisation. Lately with the easy accessibility of knowledge and the increased level of awareness, clients tend to demand the use of more models in their strive for a wider choice of strategic decisions. This has resulted in the generation of a greater number of strategic choices. Four different models used are SWOT which generates 20 alternative strategies, SPACE determines which quadrant an organisation would be located, BCG recommends specific strategies for each portfolio while BOS decides which one to eliminate, reduce, raise and create. There is a need to consolidate these strategies, the experience documented and shared.