rss_2.0Management Consulting Journal FeedSciendo RSS Feed for Management Consulting Journalhttps://sciendo.com/journal/MCJhttps://www.sciendo.comManagement Consulting Journal Feedhttps://sciendo-parsed-data-feed.s3.eu-central-1.amazonaws.com/62a8414f5a9d836e69a98845/cover-image.jpghttps://sciendo.com/journal/MCJ140216Developing Transformational Leadership Skills to Impact Organizational Performance in the Post-Pandemic Erahttps://sciendo.com/article/10.2478/mcj-2022-0009<abstract> <title style='display:none'>Abstract</title> <p>The knowledge economy is going through an unprecedented level of disruption. The surprise result of a pandemic increased uncertainty over safety and security, and fears about a downturn have left many business leaders concerned about how best they can improve organizational performance. One possibility is to embrace the transformational leadership style. This article has been written for management consultants to enhance the value of their clients’ learning experience of transformational leadership across the globe. They can make use of this article to build their clients’ mastery of transformational leadership as they engage themselves and others for business success.</p> </abstract>ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2022-00092022-06-14T00:00:00.000+00:00Transformational Consulting – Application of Idiomatic Phrases to Technical and Adaptive Challengeshttps://sciendo.com/article/10.2478/mcj-2022-0010<abstract> <title style='display:none'>Abstract</title> <p>There seem to be a dominance of prescriptive models aimed at addressing organizational challenges in a dynamic environment. To what extend do prescriptive, n-step models facilitate transformational growth and development during unsettled time. Due to the realization that most emerging consultants tend to exclusively and excessively rely on certain tools and frameworks, idiomatic phrases, and quotation-based knowledge, the author elaborates the distinction between technical and adaptive challenges (Heifetz, 1998). Unfortunately, most practitioners are guided by idiomatic phrases of the past and as such treat adaptive challenges as technical challenges. The submission is informed by the view that consultants should not adopt approaches or mindsets that try to fit an organization into already prescribed models or patterns of thought. Given organizations as complex adaptive systems, the analysis proffered in this article indicates the need for the customization of idiomatic submissions to context or to the client system. Consulting work should spark curiosity, imagination, and enlightenment in client systems. Blind reliance on idiomatic phrases depletes enduring capabilities in client systems. In dealing with technical and adaptive challenges, consultants need to ensure shifting rather than static mental frameworks when supporting client systems.</p> </abstract>ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2022-00102022-06-14T00:00:00.000+00:00A Brief Survey on How Chinese SME Think About Consulting and What would be the Most Promising Way to Cater to that Markethttps://sciendo.com/article/10.2478/mcj-2022-0011<abstract> <title style='display:none'>Abstract</title> <p>The purpose of the article is to gain a better understanding of SME (small to medium enterprise) in China and learn about their understanding of business consulting and whom they currently refer to when it comes to solving business related problems. An online survey was shared via platform and received 206 responses. We can show that most SME owners are not familiar with the concept of “consulting”, while the younger generation resorts to modern channels (WeChat) to gain access to information helping them to steer their business. Unlocking the full potential of this vast market will require new methods, patience and education of the potential clients. There is a chance for foreign consulting firms (except in the public sector) that will require new ways of approaching clients and new forms of delivering “knowledge”.</p> </abstract>ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2022-00112022-06-14T00:00:00.000+00:00Developing the National Consulting Index: An Update on How to Estimate the Size of National Management Consulting Sectorshttps://sciendo.com/article/10.2478/mcj-2022-0012<abstract> <title style='display:none'>Abstract</title> <p>The National Consulting Index (NCI) is a means of determining the strength of a national management consulting sector, relative to other countries. It was first created in 2017 following research and analysis conducted by the author and a team at the International Council of Management Consulting Institutes. This paper provides an update to the NCI, taking into account market conditions in the Covid era and using multiple regression to strengthen the NCI formula.</p> <p>The outputs of the research are a) an update of the NCI formula, showing a higher degree of fit with the data than previously experienced, and b) the ability to provide estimates of MC market sizes for any country where other data points are known. In the case of the NCI calculation outlined in this paper, these data points are Gross Domestic Product, Hofstede Individual-Collective culture, eGovernment index, and the Global Innovation Index.</p> </abstract>ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2022-00122022-06-14T00:00:00.000+00:00Perspectives on Quality and Quality Assurance in the Management Consulting Sectorhttps://sciendo.com/article/10.2478/mcj-2022-0013<abstract> <title style='display:none'>Abstract</title> <p>Management consultancy (MC) aims to generate value for organisations through enhanced organisational performance by providing objective advice and implementing business solutions (Management Consultancies Association (MCA), 2022). The success and growth of the industry, generating global revenues of US$634 billion and employing more than 4.3 billion people between 2018 – 2019 (Mosonyi, Empson and Gond, 2020), is a key indicator of the positive outcomes of management consultancy as a significant contributor to economies worldwide. However, the expansion and diversification of the unregulated sector poses issues for Quality Assurance (QA) as it seeks to ratify professionalism.</p> </abstract>ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2022-00132022-06-14T00:00:00.000+00:00Working Capital Management Policies for Managers to Improve Profitabilityhttps://sciendo.com/article/10.2478/mcj-2022-0008<abstract> <title style='display:none'>Abstract</title> <p>Efficient working capital management is a requisite and is crucial for small firms’ profitability. The main reason for most SMEs’ failure is the incompetence of their managers to appropriately control and plan their current liabilities and current assets (Smith, 1973). Keeping in view the SMEs’ difficulties in proper working capital management and the significance of working capital management in profitability, survival and growth of SMEs, this research aims to analyse the association between individual working capital components, corporate governance characteristics and alternate proxies of profitability in SMEs. The study has significance for managers in planning and managing working capital in such a way that they can increase their profitability.</p> </abstract>ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2022-00082022-06-14T00:00:00.000+00:00Governance for Management Consultantshttps://sciendo.com/article/10.2478/mcj-2022-0006ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2022-00062022-02-02T00:00:00.000+00:00The Added Value of Intervision: Its Effect on Management Consultants’ Professional Practicehttps://sciendo.com/article/10.2478/mcj-2022-0002<abstract> <title style='display:none'>Abstract</title> <p>Organisations are paying increasingly more attention to reflection. How do people handle issues cropping up at work? Intervision is a valuable tool. Intervision is a form of expertise development in which professionals call on their peers to help them gain insight into issues they have at work. They unravel a case submitted by one participant by asking questions according to the intervision method of choice.</p> <p>Management consultants use intervision to explore the way they act and subsequently make the necessary adjustments. The more in-depth the intervision, the higher the added value, as the insights gained touch upon personal values and beliefs. Prerequisites for depth are safety and confidentiality, as well as questions that impel contemplation. Furthermore, the article discusses preconditions to improve the quality of the intervision.</p> </abstract>ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2022-00022022-02-02T00:00:00.000+00:00Consulting and the Pyramid of Trusthttps://sciendo.com/article/10.2478/mcj-2022-0007ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2022-00072022-02-02T00:00:00.000+00:00The Role of Psychology in Consulting - Some Considerationshttps://sciendo.com/article/10.2478/mcj-2022-0005ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2022-00052022-02-02T00:00:00.000+00:00What Management Consultants Want from Academicshttps://sciendo.com/article/10.2478/mcj-2022-0004<abstract> <title style='display:none'>Abstract</title> <p>The Centre for Management Consulting Excellence (CMCE) carried out some exploratory research into how consultants access and use outputs of academic research in their work. We investigated: <list list-type="custom"> <list-item><label>•</label><p>The extent to which consultants used outputs of academic research in their work;</p></list-item> <list-item><label>•</label><p>The sources used by consultants to access the outputs of academic research;</p></list-item> <list-item><label>•</label><p>The benefits and disadvantages for consultants of the outputs of academic research;</p></list-item> <list-item><label>•</label><p>Consultants’ experiences in working with academics;</p></list-item> <list-item><label>•</label><p>How consultants used academic outputs in ther continuing professional development (CPD) activities.</p></list-item></list></p> <p>The research found that academic work contributes to the knowledge base that consultants draw on in three main ways: <list list-type="order"> <list-item><p>It is a source of ideas underlying major types of consulting interventions and of widely used consulting tools;</p></list-item> <list-item><p>Outputs of academic work provide information that can be used on specific projects;</p></list-item> <list-item><p>Academic outputs can contribute to consultants’ CPD.</p></list-item></list> </p> </abstract>ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2022-00042022-02-02T00:00:00.000+00:00Elements of Good Change Leadership in the Post-Pandemic Economyhttps://sciendo.com/article/10.2478/mcj-2022-0001<abstract> <title style='display:none'>Abstract</title> <p>The purpose of this article is to indicate the importance of leadership in the post-pandemic recovery. The design of this article, which is based on my interviews with 48 consultants, is structured to offer a framework that influences the linkages among organizational leadership, knowledge management, organizational resources, and post-pandemic recovery. This article presents a framework that can guide executives in a post-pandemic world. This article also uncovers that the crucial role of knowledge management activities, such as coordinating and hosting the continuous sessions of company-wide experts to share their knowledge, may be underestimated and underutilized in a post-pandemic world.</p> </abstract>ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2022-00012022-02-02T00:00:00.000+00:00Practice in Advanced, Emerging Economies, and Azerbaijanhttps://sciendo.com/article/10.2478/mcj-2022-0003<abstract> <title style='display:none'>Abstract</title> <p>The purpose of this paper is to clarify the essence of the Management Consulting phenomenon, as it applies to the Azerbaijan Republic and other regions.</p> <p>The first part focuses on the historical basis of the establishment of Management Consulting as a separate profession and field, the arguments about it, and the geography of the initial spread. The second part clarifies some questionable practices in this area. The third part clarifies the level of consulting activities in Azerbaijan, consulting habits, and approach of the local community in this area, and the fundamental obstacles that make the phenomenon impossible to develop.</p> </abstract>ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2022-00032022-02-02T00:00:00.000+00:00What are the Implications of Virtualisation for Building Trust During the Management Consultancy Lifecycle?https://sciendo.com/article/10.2478/mcj-2021-0015ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2021-00152021-12-26T00:00:00.000+00:00Managing Risk in Consulting Projects Requires a Knowledge-Based Approachhttps://sciendo.com/article/10.2478/mcj-2021-0010ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2021-00102021-12-26T00:00:00.000+00:00A Framework for Consultinghttps://sciendo.com/article/10.2478/mcj-2021-0009ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2021-00092021-12-26T00:00:00.000+00:00Watch Number 290https://sciendo.com/article/10.2478/mcj-2021-0007ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2021-00072021-12-26T00:00:00.000+00:00The Merits of Academic Consulting and It’s Role in Organisational Developmenthttps://sciendo.com/article/10.2478/mcj-2021-0013ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2021-00132021-12-26T00:00:00.000+00:00Management Consultancy: The Power to Unleash Natural Capital Thinkinghttps://sciendo.com/article/10.2478/mcj-2021-0014ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2021-00142021-12-26T00:00:00.000+00:00Thought Leadership and Reputation Building in Management Consultinghttps://sciendo.com/article/10.2478/mcj-2021-0012ARTICLEtruehttps://sciendo.com/article/10.2478/mcj-2021-00122021-12-26T00:00:00.000+00:00en-us-1