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  <titleInfo>
    <title>Management consultancy</title>
  </titleInfo>
  <name type="personal">
    <namePart>Sturdy, Andrew.</namePart>
  </name>
  <typeOfResource>text</typeOfResource>
  <originInfo>
    <place>
      <placeTerm type="code" authority="marccountry">enk</placeTerm>
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    <place>
      <placeTerm type="text">Oxford</placeTerm>
    </place>
    <publisher>Oxford University Press</publisher>
    <dateIssued>2009</dateIssued>
    <issuance>monographic</issuance>
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  <language>
    <languageTerm authority="iso639-2b" type="code">eng</languageTerm>
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  <physicalDescription>
    <form authority="gmd">electronic resource</form>
    <extent>1 online resource (x, 204 p.)</extent>
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  <abstract>Management consultants are typically seen as key mediators in the flow of management ideas, yet little is known about what happens when they work together with clients, behind closed doors in consulting projects. Do they really innovate or simply legitimate existing knowledge? This book offers a 'fly on the wall' view.</abstract>
  <targetAudience authority="marctarget">specialized</targetAudience>
  <note type="statement of responsibility">Andrew Sturdy ... [et al.].</note>
  <note>Includes bibliographical references and index.</note>
  <subject authority="lcsh">
    <topic>Business consultants</topic>
  </subject>
  <subject authority="lcsh">
    <topic>Industrial sociology</topic>
  </subject>
  <subject authority="lcsh">
    <topic>Project management</topic>
  </subject>
  <classification authority="lcc">HD69.C6</classification>
  <classification authority="ddc" edition="22">658.46</classification>
  <relatedItem type="otherFormat" displayLabel="Print version"/>
  <identifier type="isbn">9780191707339 (ebook) :</identifier>
  <identifier type="uri">http://dx.doi.org/10.1093/acprof:oso/9780199212644.001.0001</identifier>
  <location>
    <url displayLabel="Oxford scholarship online">http://dx.doi.org/10.1093/acprof:oso/9780199212644.001.0001</url>
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