Matthias Kipping - Böcker

Capitalism has been an unprecedented engine of wealth creation for many centuries, leading to sustained productivity gains and long-term growth and lifting an increasing proportion of humanity out of poverty. But its effects, and hence its future, have come increasingly under question: Is capitalism still improving wealth and well-being for the many? Or, is long-term value creation being sacrificed to the pressures of short-termism, with potentially far-reaching consequences for society, the natural environment, prosperity, and global order? Building on a collaboration between the Schulich School of Business and global management consultancy McKinsey & Company, this volume reflects both the urgency of the needed action and the tremendous opportunity to forge consensus and catalyze a lasting movement toward a more responsible, long-term, and sustainable model of capitalism. This unique volume brings together many of the leading proponents for a reformed, re-imagined capitalism from the Âfields of academia, business, and NGOs. Its contributors have been at the forefront of thought and action in regard to the future of capitalism. Both individually and collectively, they provide powerful suggestions of what such a long-term oriented model of capitalism should look like and how it can be achieved. Drawing on their research and professional experience, they write in an accessible style aiming to reach the broad audiences required to turn a re-imagined capitalism into a reality.

Management consultants of various kinds play an important role in the world of business, and within other types of organization. The Oxford Handbook on Management Consulting is a comprehensive overview of eminent thinking and research on management consultancy with contributions from leading international scholars. The first section provides an account of the historical developments in management consultancy research, and how current thinking has evolved from prior work. The second section focuses on disciplinary and theoretical perspectives on management consulting, their diversities, areas of synergy, and parallel concerns. The following sections examine consulting as a knowledge business; the consultants in management fashion; and the relationship between management consultants and their clients. The Handbook concludes with an assessment of areas of future research and debate.By bringing together a wide range of research and thinking on management consultancy across different disciplines, sub-disciplines, and conceptual approaches, the Handbook provides a comprehensive understanding of both current thinking and future directions for research.

This volume makes an important contribution to the growing literature on management consulting. It brings together international contributors from a wide variety of backgrounds and draws on recent empirical research from a diverse range of countries, consultancy firms, and client companies. The analysis focuses on three key areas.The first part of the book looks at the emergence and development of the consulting industry in different countries and time periods. The interplay between national systemic context and outside influences is stressed, and the efforts of consultants to become recognized as 'legitimate' knowledge carriers by their clients is highlighted, in competition -- and sometimes cooperation -- with other suppliers of management knowledge, notably academia.The volume goes on to consider the generation, management, and validation of consulting knowledge by consultancy organizations and management gurus, showing how these activities are influenced not only by the consultancies' own characteristics in terms of size, structure, and national origin, but also by the (national and cultural) context in which they are operating, and by the role of 'gatekeepers', such as book publishers or journalists.The third part of the book focuses on the nature and dynamics of the consultancy-client relationship, focusing especially on the ways in which consultants convince managers of the need to hire outside advisors; on the reaction of those concerned in the client organization towards the consultants' recommendations; and on the methods used by the consultants to overcome the possible reluctance and resistance from within the organization.From a more theoretical point of view, the chapters in this volume also show that research on management consulting has to take into account different levels of analysis: the consulting industry as a whole and its position relative to other knowledge providers such as academia; the specific consultancy organization and its relationships with internal and external sources of knowledge; and the particular consultancy project and notably the interplay between the consultants and the various stakeholders within and outside the client organization.

This volume makes an important contribution to the growing literature on management consulting. It brings together international contributors from a wide variety of backgrounds and draws on recent empirical research from a diverse range of countries, consultancy firms, and client companies. The analysis focuses on three key areas.The first part of the book looks at the emergence and development of the consulting industry in different countries and time periods. The interplay between national systemic context and outside influences is stressed, and the efforts of consultants to become recognized as 'legitimate' knowledge carriers by their clients is highlighted, in competition -- and sometimes cooperation -- with other suppliers of management knowledge, notably academia.The volume goes on to consider the generation, management, and validation of consulting knowledge by consultancy organizations and management gurus, showing how these activities are influenced not only by the consultancies' own characteristics in terms of size, structure, and national origin, but also by the (national and cultural) context in which they are operating, and by the role of 'gatekeepers', such as book publishers or journalists.The third part of the book focuses on the nature and dynamics of the consultancy-client relationship, focusing especially on the ways in which consultants convince managers of the need to hire outside advisors; on the reaction of those concerned in the client organization towards the consultants' recommendations; and on the methods used by the consultants to overcome the possible reluctance and resistance from within the organization.From a more theoretical point of view, the chapters in this volume also show that research on management consulting has to take into account different levels of analysis: the consulting industry as a whole and its position relative to other knowledge providers such as academia; the specific consultancy organization and its relationships with internal and external sources of knowledge; and the particular consultancy project and notably the interplay between the consultants and the various stakeholders within and outside the client organization.

Management consultants of various kinds play an important role in the world of business, and within other types of organization. The Oxford Handbook on Management Consulting is a comprehensive overview of thinking and research on management consultancy with contributions from leading international scholars. The first section provides an account of the historical developments in management consulting research, and how current thinking has evolved from prior work. The second section focuses on disciplinary and theoretical perspectives, their diversities, areas of synergy, and parallel concerns. The following sections examine consulting as a knowledge business, consultants and management fashion, and the relationship between management consultants and their clients. The Handbook concludes with an assessment of areas of future research and debate. By bringing together a wide range of research and thinking on management consulting across different disciplines, sub-disciplines, and conceptual approaches, the Handbook provides a comprehensive understanding of both current thinking and future directions for research.

There has, in recent times, been an increasing interest in history, broadly defined, among management scholars. But what specifically a historical approach or perspective can contribute to research on organizational fields, organizations, strategy etc. and how exactly such historical research should be carried out remain questions that have been answered only partially, if at all.Building on the authors’ prior and ongoing work, History in Management and Organization Studies: From Margins to Mainstream is unique in presenting a comprehensive and integrated view of how history has informed management research with a focus on organization theory and strategy. More specifically, the volume provides an overview of how the relationship been history and management scholarship has evolved from the 19th century until today, focusing mainly on the post-World War II period; and systematically surveys the kind of research programs within organization theory and strategy that have used historical data and/or history as a theoretical construct, while also identifying the remaining "blind spots". As a whole, it offers a kind of roadmap for management scholars and historians to situate their research and, hopefully, find new roads for others to travel.The book is intended for anybody conducting or planning to conduct historical research within management and organization studies, and aims, in particular, at becoming a standard feature of research methods courses in business schools and departments of management.

This book examines the mechanisms and channels through which American managerial know-how and US management models were transferred to Europe after 1945, as well as the actual influence on European industries, companies and regions in the 1950s and 1960s. It explores the role of the European Productivity Agency, business leaders, US multinationals, regional networks and institutions, as well as the actual transfer process and potential political, cultural and institutional barriers. The final section contains the cases of three European companies which adopted American Management methods to a considerable extent during the 1950s and 1960s.

This edited volume examines the American influence on West German and Japanese industry from the 1950s to the 1970s, providing a valuable contribution to the debate on 'Americanization' from a historical and comparative perspective. Individual contributions provide an in-depth analysis of the adoption and modification of management and technological issues from the US in West Germany and Japan at the micro-economic level.

Defining Management charts the expansion of management as an idea and practice from a time when it was limited to churches and households to its current ubiquity, focusing in particular on the role of business schools, consultants, and business media in this process.How did an entire industry develop around business schools, consultants, and business media who are now widely considered the authorities regarding best management practice? This book shows how these actors – on their own and in interaction – became taken-for-granted and gained such definitional power over management and managers, expanded across the globe from often modest and not always respected origins, and impacted, and continue to impact businesses and, increasingly, the broader economic and social context. Building on extant and some new research, the book is unique in bringing together issues and actors that have been examined elsewhere separately.Any student or professional of management interested in the evolution of their field or the rise of business schools, consultants and business media will find this book both novel and thought-provoking.

Defining Management charts the expansion of management as an idea and practice from a time when it was limited to churches and households to its current ubiquity, focusing in particular on the role of business schools, consultants, and business media in this process.How did an entire industry develop around business schools, consultants, and business media who are now widely considered the authorities regarding best management practice? This book shows how these actors – on their own and in interaction – became taken-for-granted and gained such definitional power over management and managers, expanded across the globe from often modest and not always respected origins, and impacted, and continue to impact businesses and, increasingly, the broader economic and social context. Building on extant and some new research, the book is unique in bringing together issues and actors that have been examined elsewhere separately.Any student or professional of management interested in the evolution of their field or the rise of business schools, consultants and business media will find this book both novel and thought-provoking.

This book examines the mechanisms and channels through which American managerial know-how and US management models were transferred to Europe after 1945, as well as the actual influence on European industries, companies and regions in the 1950s and 1960s. It explores the role of the European Productivity Agency, business leaders, US multinationals, regional networks and institutions, as well as the actual transfer process and potential political, cultural and institutional barriers. The final section contains the cases of three European companies which adopted American Management methods to a considerable extent during the 1950s and 1960s.

There has, in recent times, been an increasing interest in history, broadly defined, among management scholars. But what specifically a historical approach or perspective can contribute to research on organizational fields, organizations, strategy etc. and how exactly such historical research should be carried out remain questions that have been answered only partially, if at all.Building on the authors’ prior and ongoing work, History in Management and Organization Studies: From Margins to Mainstream is unique in presenting a comprehensive and integrated view of how history has informed management research with a focus on organization theory and strategy. More specifically, the volume provides an overview of how the relationship been history and management scholarship has evolved from the 19th century until today, focusing mainly on the post-World War II period; and systematically surveys the kind of research programs within organization theory and strategy that have used historical data and/or history as a theoretical construct, while also identifying the remaining "blind spots". As a whole, it offers a kind of roadmap for management scholars and historians to situate their research and, hopefully, find new roads for others to travel.The book is intended for anybody conducting or planning to conduct historical research within management and organization studies, and aims, in particular, at becoming a standard feature of research methods courses in business schools and departments of management.