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oapen-20.500.12657-553592022-06-01T03:27:30Z Knowing Through Consulting in Action CIAMPI, Francesco bic Book Industry Communication::K Economics, finance, business & management::KC Economics::KCD Economics of industrial organisation bic Book Industry Communication::K Economics, finance, business & management::KJ Business & management Management consulting firms are often discussed as being the firms whose core product is knowledge itself. However, despite the fact that consulting firms are generally aware of the value of knowledge for their own organizations and for their clients, the empirical evidence shows that even today the (economic and, above all, cognitive) value-creation potential related to the transition from consulting approaches geared to the transfer of “best practices” (consultant as expert) to consulting approaches geared to the cooperative creation of new knowledge and managerial capabilities (consultant as a facilitator of new managerial knowledge and capabilities creation processes) is rarely consciously perceived and, consequently, is not adequately planned for and exploited. This book interprets management consulting from a knowledge perspective, and proposes a general conceptual framework for investigating and interpreting that potential. 2022-05-31T10:27:35Z 2022-05-31T10:27:35Z 2017 book ONIX_20220531_9788864536439_643 2704-5919 9788864536439 9788864536422 9788864536620 9788892731202 https://library.oapen.org/handle/20.500.12657/55359 eng Studi e saggi application/pdf Attribution 4.0 International 9788864536439.pdf https://books.fupress.com/isbn/9788864536439 Firenze University Press 10.36253/978-88-6453-643-9 10.36253/978-88-6453-643-9 bf65d21a-78e5-4ba2-983a-dbfa90962870 9788864536439 9788864536422 9788864536620 9788892731202 184 128 Florence open access
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Management consulting firms are often discussed as being the firms whose core product is knowledge itself. However, despite the fact that consulting firms are generally aware of the value of knowledge for their own organizations and for their clients, the empirical evidence shows that even today the (economic and, above all, cognitive) value-creation potential related to the transition from consulting approaches geared to the transfer of “best practices” (consultant as expert) to consulting approaches geared to the cooperative creation of new knowledge and managerial capabilities (consultant as a facilitator of new managerial knowledge and capabilities creation processes) is rarely consciously perceived and, consequently, is not adequately planned for and exploited. This book interprets management consulting from a knowledge perspective, and proposes a general conceptual framework for investigating and interpreting that potential.
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