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Relevant bibliographies by topics / Management Consultancy

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Academic literature on the topic 'Management Consultancy'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 January 2023

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Journal articles on the topic "Management Consultancy"

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Shaw, David. "Aristotle and the Management Consultants: Shooting for Ethical Practice." Philosophy of Management 19, no. 1 (2019): 21–44. http://dx.doi.org/10.1007/s40926-019-00125-w.

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AbstractThe academic literature on management consulting raises many questions about the ethics of management consulting. The uncertain, emergent, and often socially constructed nature of management consultancy knowledge limits the scope both for regulating the industry in the manner of the established professions, and for evaluating management consultants’ work objectively. The character of management consultants is therefore a central issue in how far clients and other stakeholders can trust them. This paper considers three questions, using Aristotle’s Nicomachean Ethics as a guide. These are, first, ‘What is the function of a management consultant?’, second, ‘How should a management consultant act in order to be a good management consultant?’, and third, ‘Where does the boundary lie between the ethical responsibilities of the management consultant and those of the client and other stakeholders?’ Aristotelian virtue ethics are valuable in answering these questions. Their focus on character is well suited to the distinct ethical problems of management consulting. Aristotle’s overarching concern with human flourishing, and an ethically balanced approach towards benefiting from the good things to which a virtuous person may aspire, has more promise as an influence on consultants’ behaviour than the lists of prohibitions that typify codes of ethical practice in the industry. Aristotle’s call for leaders to habituate their people to ethical behaviour should be heard by the leaders of management consultancy firms. In accordance with Aristotle’s philosophy, this paper proposes a positive target at which management consultants can aim in shooting for ethical practice.

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Dewah, Peterson. "Records management consultancy service in Zimbabwe: The consultants’ view." Journal of Librarianship and Information Science 50, no. 1 (2016): 68–76. http://dx.doi.org/10.1177/0961000616664399.

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This article reports the results of a study aimed at establishing the records consultants’ views on records management consultancy services in the Zimbabwean information society. The participants included three records consultancy companies and nine archivists who were purposively sampled. Using a qualitative exploratory study design data were gathered through interviews. The results suggest that there are a plethora of records management problems in both public and private sectors and concludes that the prevailing economic situation is hampering records management consultancy such that organisations’ executives are not allocating resources towards records management and as such consultancy work is adversely affected due to prioritisation of company resources. The study recommends that organisations need to recruit professional records managers and utilise consultants’ expertise to solve some of their records management problems.

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Kakabadse, Andrew P. "Consultants and the Consultancy Process." Journal of Managerial Psychology 1, no. 2 (1986): 28–36. http://dx.doi.org/10.1108/eb004412.

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Wilde, Edwin. "Marketing management consultancy." Work Study 45, no. 2 (1996): 18–21. http://dx.doi.org/10.1108/00438029610110393.

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Degot, Vincent. "MANAGEMENT RESEARCH OR MANAGEMENT CONSULTANCY:." Management Research News 12, no. 4/5 (1989): 13–23. http://dx.doi.org/10.1108/eb028044.

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Sayyadi, Mostafa. "Becoming a Knowledge Management Consultant." Management Consulting Journal 2, no. 1 (2019): 8–11. http://dx.doi.org/10.2478/mcj-2019-0002.

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Abstract The focus of this article is the critical role of management consultancy in providing a rich basis to understanding the mechanisms by which knowledge management and operations risk is influenced. This article raises vital questions as to how management consultants can successfully contribute to knowledge management and subsequently improve performance at all levels of the organization. I extended the literature by showing how management consultants can contribute to knowledge management, facilitating and fostering a firm’s capabilities. Insufficient consideration of the impact of management consultancy on the effectiveness of knowledge management has been exposed and I attempt to address this concern for the first time.

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Hewton, Eric. "Management consultancy in schools." International Journal of Educational Development 9, no. 4 (1989): 317. http://dx.doi.org/10.1016/0738-0593(89)90024-2.

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Harris, Neil. "CAREERS IN MANAGEMENT CONSULTANCY." Education + Training 30, no. 1 (1988): 20–21. http://dx.doi.org/10.1108/eb017389.

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Shaw, David. "Partners and plagiarisers: dualities in consultants’ influence on organisational change projects." Journal of Organizational Change Management 32, no. 1 (2019): 51–66. http://dx.doi.org/10.1108/jocm-01-2018-0011.

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Purpose The purpose of this paper is to examine the interplay between the requirements for successful organisational change and the imperatives faced by management consultancy firms in running successful businesses, and how this interplay affects the ways in which management consultants influence organisational change projects. Design/methodology/approach The paper reviews literature on management consultancy and organisational change over the past 30 years to identify insights into this issue. Findings The paper shows that business imperatives faced by management consultancy firms affect the ways in which consultants influence organisational change projects. It shows how management consultants aspire to form strategic partnerships with their clients in order to win profitable business, and to plagiarise established organising practices and change management methods in defining their services in order to manage their costs. It illustrates how these aspirations give rise to a number of dualities that consultants face in undertaking organisational change projects. Originality/value Only limited research has been carried out into the ways in which the business imperatives of management consultancy firms interact with the requirements for successful organisational change in shaping the influence that management consultants have on organisational change projects. This paper demonstrates the significance of this issue and suggests directions for future research into it.

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Belkhodja, Omar, Égide Karuranga, and Guillaume Giasson Morin. "Reflections on the Client—Consultant Relationship: Challenges and Opportunities in a Context of Organisational Change." Journal of General Management 37, no. 3 (2012): 1–19. http://dx.doi.org/10.1177/030630701203700301.

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This paper investigates the determinants of success of the client-consultant relationship from the consultant's point of view. Ten consultants from various fields (e.g. change management, information technology, etc.) based in the province of Quebec in Canada were interviewed. They were asked to comment on issues relating to their roles in the consultancy project, expectations, and the determinants of success of the client–consultant relationship. Interview data were analysed using an interpretive frame. The research findings reveal that consultants perceive their contribution and role positively and perceive themselves as change agents and knowledge transmitters. Trust, active communication, and shared feedback were identified as the major determinants of success of the client–consultant relationship. The results support and help advance earlier research findings in the management consulting field. Consultants are conscious that a long-term relationship built on trust, active communication, and shared feedback, identified as major determinants of success in the client–consultant relationship, is essential. The qualitative findings of the study add to, and help support, earlier research findings on consultants' perception of their roles and contributions within client organisations.

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Dissertations / Theses on the topic "Management Consultancy"

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Karantinou, Kalipso. "Relationship management in management consultancy:." Thesis, University of Manchester, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.490145.

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Butler, Nick. "What is management consultancy?" Thesis, University of Leicester, 2009. http://hdl.handle.net/2381/4782.

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The worldwide management consultancy industry is estimated to be worth over $300 billion annually. Its importance, in terms of the global economy, cannot be overestimated. But what is management consultancy? The thesis addresses this question by drawing on the work of Michel Foucault and applying his diagnostic method to the field of management consultancy knowledge. Managerial advisory services take place in a variety of operational areas, such as business strategy, human resources, manufacturing, marketing, and finance. But there is a type of knowledge that remains the same for all management consultants, irrespective of the specific operational area in which they work. This knowledge is found in the practitioner literature for management consultants and takes the form of prescriptive guidelines for dealing with managers in the client organization. Some practitioners have begun to suggest that these prescriptive guidelines can be used by managers as well as consultants. Instead of dealing with their subordinates in the traditional way, managers are now being told to act as 'their own consultants' in relation to their 'clients'. This means that management consultancy knowledge is changing the way we understand the function of modern management. The thesis brings to light the field of management consultancy knowledge by describing the formation of its objects, concepts, and diverging theories. It also examines the institutional effects of the practitioner literature in terms of the profession of management consultancy. By outlining the relations between knowledge and power, the thesis answers the question of what management consultancy is.

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Wang, Yaqing Organisation &amp Management Australian School of Business UNSW. "Global management consultancy in China." Publisher:University of New South Wales. Organisation & Management, 2009. http://handle.unsw.edu.au/1959.4/44397.

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Management consultancy has received increasing academic interest due to its growing importance in the global economy. However, current research has been predominantly focused on consulting companies in Anglo-American and European countries. This thesis aims to provide a focused study of the practice of global management consultancies operating outside of the western context. China is commonly regarded as having distinctive market and industrial conditions that distinguish it from western developed countries. Based on empirical evidence from interviews and participant observation, this thesis examines the activities of global consulting companies at market, firm and client project levels in China, with a focus on the deployment of their global knowledge resources. The central question explored in the thesis is whether and to what extent the Chinese context has limited the diffusion of global management consultancies and the applicability of their western management knowledge. This thesis finds that in China global management consultancies have emphasized their international image and extensively replicated global models of management. While importing global knowledge assets has had mostly positive effects at market and firm level of practice, it has caused a mix of benefits and challenges during the actual consultation process due to insufficient and inappropriate adaptation.

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Klarberg, Noel. "Management Concepts : a Qualitative Study of Management Consultancy." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-417660.

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The occupation of management consultancy has expanded during the last decades. Although researchers disagree on the actual functions of the profession, the commodification of knowledge into what is known as management concepts reoccur frequently. However, scholars have failed to come to a consensus on whether consultants act as producers or merely intermediaries of these concepts. A study has been conducted, constituted by the review of secondary material made public by the two major management consulting firms; McKinsey and Bain. This study has shown several commonalities and discrepancies when compared to existing theory. Results have been discussed and analyzed, and subsequently allowed for several practically relevant conclusions to be drawn.<br>Managementkonsultation har expanderat under de senaste decennierna. Även om forskare inte enats om yrkets faktiska funktioner, beskrivs paketering av kunskap och följaktligen det som kallas ledningskoncept ofta som en central funktion för yrkesgruppen. Forskare har emellertid inte lyckats komma överens om huruvida konsulter agerar som producenter eller som förmedlare av dessa koncept. En studie har genomförts, vilken utgörs av granskning av sekundärt material som offentliggjorts av de två stora företagskonsultföretagen; McKinsey och Bain. Denna studie har visat flera likheter och skillnader när resultatet jämförts med det redovisade teoretiska ramverket. Somliga beskrivningar av konsultyrket har förkastats, medans andra har styrkts genom att påvisa analogier till empirin. Resultaten har sedermera diskuterats och analyserats och därefter tillåt flera praktiskt relevanta slutsatser att dras.

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Tallis, Deborah. "Corporate responses to management consultancy procurement." Thesis, University of Bath, 2008. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.512278.

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This study examines the variance in methodologies employed by executives and Procurement professionals to engage management consultancy services. The exclusion of Procurement from specific categories of consultancy expenditure is then viewed in the context of its aspirations to be a strategic function. The conclusion drawn is that such aspirations are flawed. Literature in the areas of services marketing, consultancy, value choice, and sourcing are examined. It is noted that the services and consultancy literature refers to the subjective approach of the individual to assess value. In addition, literature that stresses the role of individual contingency in value choices concludes that individuals will not necessarily refer to price when making such assessments. In contrast, the sourcing literature adopts objective organisational approaches to value. This dissonance is reflected in the research data which concludes that senior executives procuring strategy consultancy or ‘coaching’ services tend to use subjective value constructs to make selection decisions. This situation is problematic for procurement professionals who refer almost exclusively to objective value constructs that are specifically designed to produce benefits at an organisational level. This situation makes unlikely the full integration of procurement at a strategic level within the organisation. The choice of a subjective approach to the research using ideographic methodology produced rich and complex data. Semi-structured interviews with senior executives and an extended observation of a consultancy engagement were used. Access of this nature would normally be problematic due to the time constraints under which executives work and the sensitivity of the material. A rare opportunity, however, was presented by the status of the researcher as employee and this was exploited to gain privileged insights into executive behaviour.

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Jovancic, Natalie. "Knowledge in consultancy firms : An exploratory study of knowledge and knowledge management in consultancy firms." Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-42659.

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Abstract The purpose of this study was to explore how knowledge and management of knowledge is experienced and perceived at a consultancy firm and derive from the experiences of the participants when portraying the phenomenon of knowledge in such a setting. Aspects covered in this research are individual and collective knowledge, the complexity of project-based organisations and the different ways of perceiving knowledge (structural and practice). All of these aspects were accounted for in order to gain a deeper understanding of the experiences of the consultants, the knowledge environment at a consultancy firm, and how knowledge can be managed in such a setting. The research was inspired by my personal/professional experience of knowledge at a consultancy firm where I, prior to this research, was given the task of re-designing the content management system. In the initial planning phase I recognised a need to find out more about the way the consultants were working, how they used knowledge and how they perceived the knowledge had been managed. Qualitative data was collected through individual and group interviews and the philosophical tradition of phenomenology was derived from. The findings from the interviews showed three main themes of how knowledge was perceived; 1) ways of working (differing experiences depending on the context of internal or external work or individual or group project assignments), 2) the knowledge culture and 3) the process and structure of knowledge management at the firm. Based on the findings it is concluded that regardless of practice based knowledge sharing the project-based setting of consultancies requires more, it requires some documentation in order to enable collective knowledge through embedded artefacts. It can also be concluded that the lack of structure or processes contributes to further complexity which would suggest that implementing structure through for example a process oriented approach would ease the process of knowledge management and improve the perception of knowledge at the consultancy firm.

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Murphy, Raymond Peter. "Client perceived value in quality consultancy relationships." Thesis, University of Birmingham, 2002. http://etheses.bham.ac.uk//id/eprint/308/.

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This thesis makes a generalisable contribution to the development of a dynamic relationship approach to the theory and practice of quality management in professional services. A value generation system and practitioner tools are proposed as a result of a synthesis of literature from multiple disciplines, grounded in empirical research. The methodology involves an analysis of detailed case studies carried out by the author when acting as a consultant researcher. This is supported by the findings of a skills questionnaire sent to client contacts who had experienced ISO 9000 consultancy, together with a key incident survey of satisfying and dissatisfying incidents. Customer service research provides an analysis of customer perceived value within a service exchange (Zeithaml et al, 1990; Ghobadian et al, 1994; Patterson et al, 1997; Groth and Dye, 1999). Relationship marketing literature provides an analysis of customer perceived value in a relationship between two organisations (Halinen, 1997; Hakansson, 1995; Storbacka et al, 1994; Payne, 1995; Juttner et al, 1994, Ford et al, 1998). A relationship process structure identified in counselling literature is shown to be complementary to consultancy at the episode level. Comparable higher relationship levels relating to the assignment process and account development processes are identified within consultancy and relationship marketing literature respectively and integrated within the proposed system. A critique of the registration approach to quality management systems (ISO 9000: 1994 and its successor ISO 9000: 2000) is included as a necessary factor in forming an opinion about the generalisability of the research findings.

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De, Vries Marne. "A new process improvement approach for management consultancy organisations." Diss., University of Pretoria, 2005. http://hdl.handle.net/2263/23756.

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Organisations of the 21st century realise that they need to move away from balance sheet accounting systems as the primary tool of management. Intangible assets, such as knowledge, skills and process assets, may be worth much more than their physical assets and require effective management to gain a competitive advantage. Due to the nature of their assignments, management consultancy organisations could benefit even more from leveraging their knowledge, skills and process assets. These firms depend on the expertise of their people, focusing on customer relations, employing multidisciplinary teams of professionals in creatively solving problems in a project management environment. Continuous improvement of their processes and effective reuse of knowledge obtained in previous projects or processes could fast-track solution delivery, reduce costs and consequently increase profits. Many models for process-improvement and knowledge management currently exist, which could be used in leveraging organisational intangible assets. Though the intricate interaction between the domains of process improvement management and knowledge management is clear in current models, a fully-integrated model does not exist. The close-knit relationship between these domains poses the opportunity for integrating improvement models from both domains in synergistically leveraging their improvement results. The aim of this study is to demonstrate the integration possibilities of process improvement and knowledge management in an attempt to improve the practices of both during the same exercise. A content analysis was performed to analyse current improvement models (including performance improvement, knowledge management, process management, maturity and audit models). Maturity models were then selected as a vehicle for integrating the various domains. The selected maturity models were evaluated for comprehensiveness in terms of management consultancy organisations and deficiencies were identified. A blended model was designed (combining and extending current models) and partially validated at a management consultancy organisation. Model validation was enabled by using an appraisal tool (BMAT – Blended Model Appraisal Tool), which was designed and built to incorporate appraisal components from the various maturity models and their required extensions. The results that were obtained from the model validation exercise highlighted organisational problem areas (at the appraised organisation) that would require immediate improvement efforts. The study is concluded by confirming the integration possibilities of process improvement management and knowledge management domains. Further empirical research is proposed for validating the complete blended model.<br>Dissertation (MEng (Industrial))--University of Pretoria, 2005.<br>Industrial and Systems Engineering<br>unrestricted

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Angermund, Emma, and Emma Lindqvist. "Working with Time Management in IT Consulting : Developing a Time Management Strategy by Using Performance Management." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-124069.

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Time is in control of our everyday life and work life. Time is a valuable resource of which everyone possesses the same amount. In work life, time is important; it rules the workday and the tasks that are being performed. Time is even more significant within the consultancy industry, where worked time and competence is what is being delivered to the customers. Since time is of great importance for consulting firms, time management systems and time reporting become a crucial part of a consultant’s day. IT consulting firms spend lots of time and money on business systems, despite this the area of how time management and performance management are connected is relatively unexplored. This report aims to contribute to an enhanced understanding regarding why consultancy firms work with time management, and how data from time management systems could be used. The study will also investigate how the employees could be motivated to use the time management system in the extent that the managers wish, as well as important requirements on data from the time management system. These questions can together give answer to how time management can be aligned with performance management within an IT consultancy firm. The report is based on 14 interviews performed at five different IT consulting firms in the Stockholm area, a participant observation conducted at one of the participating companies, as well as a literature review. The study was performed during the spring of 2013. The study found that the main reason for IT consultant firms to report time is to gain decision support for invoices and salary payments. Being able to see overtime and flextime is something that is appreciated by the employees. Other identified areas of usage are forecasts and estimates, evaluations and follow-ups, utilization rate calculations, and employee care. Regular follow-ups, preferable weekly, are necessary for motivating the employees to work with time management. It is also important that the time management system is easy to use in order for it to generate relevant decision support. The study shows that to implement a successful time management strategy, the following aspects should be considered: (i) to not measure too much, (ii) to have clear communication and weekly deadlines, (iii) to make it simple, (iv) to create awareness among the employees, and (v) to have a time management system that mutually benefits the managers and the employees.

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Crucini, Cristina. "The management consultancy business in Italy : evolution, structure and operations." Thesis, University of Reading, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.425050.

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Books on the topic "Management Consultancy"

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Smith, A. C. Management consultancy. Institute of Management, 1995.

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Management consultancy. Oxford University Press, 2010.

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Czerniawska, Fiona. Management Consultancy. Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403907189.

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O'Mahoney, Joe. Management consultancy. Oxford University Press, 2010.

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Fullerton, J. Management consultancy: Dimensions of client-consultant relationships. London School of Economics, Centre for Economic Performance, 1992.

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Institute of Chartered Accountants in England and Wales., ed. Practical management consultancy. 4th ed. CCH, 2003.

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Institute of Chartered Accountants in England and Wales., ed. Practical management consultancy. 2nd ed. Accountancy Books, (Institute of Chartered Accountants in England and Wales), 1991.

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Timothy, Clark. Managing consultants: Consultancy as the management of impressions. Open University Press, 1995.

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Richard, Newton. The management consultant: Mastering the art of consultancy. Financial Times/Prentice Hall, 2010.

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The management consultant: Mastering the art of consultancy. Financial Times/Prentice Hall, 2010.

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Book chapters on the topic "Management Consultancy"

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Tordoir, Pieter P. "Management Consultancy." In The Professional Knowledge Economy. Springer Netherlands, 1995. http://dx.doi.org/10.1007/978-94-015-8437-1_5.

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Yates, David. "American Management Systems." In Management Consultancy. Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403907189_13.

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Baptista, João, and David Morrison. "Mercer Management Consulting." In Management Consultancy. Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403907189_25.

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Czerniawska, Fiona. "Introduction: Where Are We Now?" In Management Consultancy. Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403907189_1.

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Czerniawska, Fiona. "Globalisation — Panacea or Delusion?" In Management Consultancy. Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403907189_10.

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Czerniawska, Fiona. "Creating the Consulting Brand Experience." In Management Consultancy. Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403907189_11.

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Czerniawska, Fiona. "Introduction to the Interviews." In Management Consultancy. Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403907189_12.

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Kerr, John. "Andersen." In Management Consultancy. Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403907189_14.

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Kovacs, Betsy. "Association of Management Consulting Firms." In Management Consultancy. Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403907189_15.

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Donahoe, John. "Bain & Company." In Management Consultancy. Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403907189_16.

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Conference papers on the topic "Management Consultancy"

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Farid, Nur Atiqah Bt Mohamed, and Mohd Sharifuddin Ahmad. "A conceptual knowledge management framework in consultancy services." In 2011 International Conference on IT and Multimedia (ICIM). IEEE, 2011. http://dx.doi.org/10.1109/icimu.2011.6122718.

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"Consultancy project for the employer scenario of Google." In 2019 Scientific Conference on Management, Education and Psychology. The Academy of Engineering and Education (AEE), 2019. http://dx.doi.org/10.35532/jsss.v1.006.

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Ianeva, Mariana. "The Management Consultancy for Promoting Exotic Destinations for Health Tourism." In 2nd International Conference on Research in Management. ACAVENT, 2021. http://dx.doi.org/10.33422/2nd.icrmanagement.2021.02.51.

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Alsulami, Badr, Usama Issa, and Sherif Mohamed. "Factors Governing Outsourcing Engineering Consultancy in Saudi Arabian Construction Industry." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2015. http://dx.doi.org/10.32738/ceppm.201509.0039.

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Nawi, Mohd Nasrun Mohd, Mohd Azrulfitri Azimi, Mohd Affendi Ahmad Pozin, Wan Nadri Osman, and Herman Shah Anuar. "Project Management Consultancy (PMC) procurement approach: Supplier’s evaluation and selection dilemma." In PROCEEDINGS OF THE INTERNATIONAL CONFERENCE ON APPLIED SCIENCE AND TECHNOLOGY 2016 (ICAST’16). Author(s), 2016. http://dx.doi.org/10.1063/1.4960912.

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Basso, Carla de Almeida Martins, and Carla Fabiana Cazella. "METHODOLOGY FOR BUSINESS CONSULTANCY BASED ON GOOD PRACTICES OF PROJECT MANAGEMENT." In 14th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2017. http://dx.doi.org/10.5748/9788599693131-14contecsi/comm-4562.

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"THE EVOLUTION OF CONSULTANCY FIRMS IN THE MANAGEMENT OF NON-REIMBURSABLE FUNDS DURING THE 2020 PANDEMIC." In International Management Conference. Editura ASE, 2020. http://dx.doi.org/10.24818/imc/2020/05.11.

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Le-Tien, Thuong, Tai Nguyen-D-P, and Vy Huynh-Y. "Developing a Chatbot system using Deep Learning based for Universities consultancy." In 2022 16th International Conference on Ubiquitous Information Management and Communication (IMCOM). IEEE, 2022. http://dx.doi.org/10.1109/imcom53663.2022.9721735.

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Liu, Liwei, and Erdong Zhao. "Team Performance and Individual Performance: Example from Engineering Consultancy Company in China." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998047.

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Jašurek, Igor. "INFORMATION AND CONSULTANCY CENTRES IN SLOVAKIA – PROMOTING PARTNERSHIP IN COHESION POLICY." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.141.

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Implementation of cohesion policy, as the major EU budgetary chapter, is subject to vast scholarship. Therefore, surprisingly enough, the principal-agent (P-A) framework has received little recognition in this academic field so far. The present paper contributes to the expansion of this increasingly popular approach also into cohesion scholarship by examining the operation of Information and Consultancy Centres (ICC) in Slovakia. The major finding shows limits of the P-A framework by suggesting that instead of a mutual conflict, it is a cooperative mode dominantly shaping dynamics of P-A relations due to the shared goals and interests. ICC operations and relations with the Government are interpreted via observational equivalence and ceremonialism as the recognized P-A framework tools.

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Reports on the topic "Management Consultancy"

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Villa Zárate, Javier, Daniel Vieitez Martínez, Carlos Mondragón, Miguel Á. Martínez, and Jaime Pérez. Selection Criteria for PPP Projects: Determinants of Value Generation in the Use of Public Resources (Value for Money). Inter-American Development Bank, 2021. http://dx.doi.org/10.18235/0003615.

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The Discussion Papers PPP Americas 2021 are a series of documents written to prepare for PPP Americas tenth edition. The event is the most important forum on Public-Private Partnerships (PPP) of Latin America and the Caribbean (LAC), organized every two years by the Inter-American Development Bank (IDB). Driven by PPP Americas 2021, we gathered eight thematic groups were, with specialists, professionals, consultants, and scholars engaged directly in the preparation, identification, structuration, and management of PPP infrastructure projects in countries of the region. IDB specialists coordinated the groups to review the main hot topics on PPP projects for social and economic infrastructure, aiming to exchange experiences, debate successful cases and lessons learned. The present Discussion Paper, “Selection Criteria for PPP Projects,” collects the main conclusions and recommendations discussed by the group and intends to consolidate a knowledge exchange environment in infrastructure and PPP inside the region, offering best practices on infrastructure projects selection and value generation in the use of public resources in Latin America and the Caribbean.

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Totten, Annette, Dana M. Womack, Marian S. McDonagh, et al. Improving Rural Health Through Telehealth-Guided Provider-to-Provider Communication. Agency for Healthcare Research and Quality, 2022. http://dx.doi.org/10.23970/ahrqepccer254.

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Objectives. To assess the use, effectiveness, and implementation of telehealth-supported provider-to-provider communication and collaboration for the provision of healthcare services to rural populations and to inform a scientific workshop convened by the National Institutes of Health Office of Disease Prevention on October 12–14, 2021. Data sources. We conducted a comprehensive literature search of Ovid MEDLINE®, CINAHL®, Embase®, and Cochrane CENTRAL. We searched for articles published from January 1, 2015, to October 12, 2021, to identify data on use of rural provider-to-provider telehealth (Key Question 1) and the same databases for articles published January 1, 2010, to October 12, 2021, for studies of effectiveness and implementation (Key Questions 2 and 3) and to identify methodological weaknesses in the research (Key Question 4). Additional sources were identified through reference lists, stakeholder suggestions, and responses to a Federal Register notice. Review methods. Our methods followed the Agency for Healthcare Research and Quality Methods Guide (available at https://effectivehealthcare.ahrq.gov/topics/cer-methods-guide/overview) and the PRISMA reporting guidelines. We used predefined criteria and dual review of abstracts and full-text articles to identify research results on (1) regional or national use, (2) effectiveness, (3) barriers and facilitators to implementation, and (4) methodological weakness in studies of provider-to-provider telehealth for rural populations. We assessed the risk of bias of the effectiveness studies using criteria specific to the different study designs and evaluated strength of evidence (SOE) for studies of similar telehealth interventions with similar outcomes. We categorized barriers and facilitators to implementation using the Consolidated Framework for Implementation Research (CFIR) and summarized methodological weaknesses of studies. Results. We included 166 studies reported in 179 publications. Studies on the degree of uptake of provider-to-provider telehealth were limited to specific clinical uses (pharmacy, psychiatry, emergency care, and stroke management) in seven studies using national or regional surveys and claims data. They reported variability across States and regions, but increasing uptake over time. Ninety-seven studies (20 trials and 77 observational studies) evaluated the effectiveness of provider-to-provider telehealth in rural settings, finding that there may be similar rates of transfers and lengths of stay with telehealth for inpatient consultations; similar mortality rates for remote intensive care unit care; similar clinical outcomes and transfer rates for neonates; improvements in medication adherence and treatment response in outpatient care for depression; improvements in some clinical monitoring measures for diabetes with endocrinology or pharmacy outpatient consultations; similar mortality or time to treatment when used to support emergency assessment and management of stroke, heart attack, or chest pain at rural hospitals; and similar rates of appropriate versus inappropriate transfers of critical care and trauma patients with specialist telehealth consultations for rural emergency departments (SOE: low). Studies of telehealth for education and mentoring of rural healthcare providers may result in intended changes in provider behavior and increases in provider knowledge, confidence, and self-efficacy (SOE: low). Patient outcomes were not frequently reported for telehealth provider education, but two studies reported improvement (SOE: low). Evidence for telehealth interventions for other clinical uses and outcomes was insufficient. We identified 67 program evaluations and qualitative studies that identified barriers and facilitators to rural provider-to-provider telehealth. Success was linked to well-functioning technology; sufficient resources, including time, staff, leadership, and equipment; and adequate payment or reimbursement. Some considerations may be unique to implementation of provider-to-provider telehealth in rural areas. These include the need for consultants to better understand the rural context; regional initiatives that pool resources among rural organizations that may not be able to support telehealth individually; and programs that can support care for infrequent as well as frequent clinical situations in rural practices. An assessment of methodological weaknesses found that studies were limited by less rigorous study designs, small sample sizes, and lack of analyses that address risks for bias. A key weakness was that studies did not assess or attempt to adjust for the risk that temporal changes may impact the results in studies that compared outcomes before and after telehealth implementation. Conclusions. While the evidence base is limited, what is available suggests that telehealth supporting provider-to-provider communications and collaboration may be beneficial. Telehealth studies report better patient outcomes in some clinical scenarios (e.g., outpatient care for depression or diabetes, education/mentoring) where telehealth interventions increase access to expertise and high-quality care. In other applications (e.g., inpatient care, emergency care), telehealth results in patient outcomes that are similar to usual care, which may be interpreted as a benefit when the purpose of telehealth is to make equivalent services available locally to rural residents. Most barriers to implementation are common to practice change efforts. Methodological weaknesses stem from weaker study designs, such as before-after studies, and small numbers of participants. The rapid increase in the use of telehealth in response to the Coronavirus disease 2019 (COVID-19) pandemic is likely to produce more data and offer opportunities for more rigorous studies.

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Report on Norplant® implants in Indonesia. Population Council, 1995. http://dx.doi.org/10.31899/rh1995.1021.

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At the request of the Indonesian National Family Planning Coordinating Board, the Population Council’s consultant team reviewed issues related to Norplant® implant service delivery in Indonesia and recommended specific areas for new initiatives, improvements, and further research. The team reviewed secondary sources on the subject and visited Indonesia from April 17–28, 1995. They talked with family planning (FP) officials and observers and made field visits to West Java and Yogyakarta. This report reviews important issues facing the national FP program, particularly regarding Norplant insertions and removals. Program approaches are included, as are an outline for a national assessment study that could help Indonesia estimate the magnitude of the implant-removal problem in specific geographic areas and develop a long-term plan for handling removals on a routine basis. The top priorities now are simultaneous efforts to address the current need for implant removals through existing and planned management systems; mobilize resources for a Norplant implant-removal plan of action at the provincial, district, and subdistrict levels; evaluate and monitor removal efforts and impact; and conduct a major national Norplant implant assessment study.

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