Management Consulting
Journal
Welcome to the Management Consulting Journal
ISSN: 2631-987X
About
The Management Consulting Journal is published twice per year and we’re looking for member contributions to the content.
Each issue contains a number of articles and is available to read or download, as both a full issue (by the Chartered Management Institute) or individual papers (by Sciendo) below.
If you’d like to contribute then we’d love to hear from you. Please take a look at the guidance documentation below on how to prepare your submission and the editorial processes. The journal is for anyone working in or interested in management consulting.
The aims of the Journal are to:
- Highlight and debate issues pertinent to the management consulting sector and management consulting practice.
- Focus mainly on issues which have practical value, rather than discussing conceptual principles and theory.
- Promote understanding of the management consulting sector and the practice of management consulting.
Catalogue
Full Issues
Individual Papers
1. So What Makes a Successful Consulting Project
2. Consulting Capabilities for Organisational Change
3. The ‘World’s Newest Profession’ is no Longer Dispensable; What Does it Mean for Consultancy Firms?
4. Evolution or Revolution? Alternative Assignment Scopes
6. Towards the Consulting Readiness Index
7. National Drivers of Management Consulting Use – A Note on New Research
8. Professional Purchasing Provides Professional Projects and Removes Personal Bias. Doesn’t It?
9. Building Resilience in Client Organisations: The Consultant’s Challenge
1. Estimating the Size of National Management Consultancy Markets
2. Becoming a Knowledge Management Consultant
3. The Paradox of PhD Graduates
4. The Skills and Competences of Management Consultants and How They are Developed
6. Growing the Next-Gen Membership: Securing Established Institutes of Management Consultings’ Futures
7. Becoming an Authentic Leadership Development Consultant
8. Exploring Skills and Competencies for Consultants
9. Successful Consulting in Practise: Why Technical Expertise is Not Enough
10. Through the Looking Glass – Consultants on Professionalism in Consulting
1. How to Strengthen the Immunity of Your Small Consulting Practice in the Face of Covid-19
2. How Should We Govern Management Consultancy?
3. Elitism in Strategy Consulting: How Institutional Prestige Influences Recruitment
4. Class and Masculinity in Contemporary Management Consulting Firms: Some Practical Recommendations
5. The Skills Most in Demand for Transformational Leadership Consultants
1. Management Consulting: The Road Ahead
2. How Small Consultancies Grow: Challenging Problem-Based Theorising
3. Chief Digital Officers: What We Know So Far
4. Rethinking the Top-Line and realignment of the Bottom-Line in a Post-Covid Landscape
5. “We’re All in This Together”; Covid, Clients, and Consulting Ethics: A Tale of Two Firms
6. Ways Consultants Can Help Clients’ Companies Create a Culture That Thrives
8. A Consulting Assignment as a Conversation
10. Managing Risk in Consulting Projects Requires a Knowledge-Based Approach
11. The Nature of Management Consultancy Interventions
12. Thought Leadership and Reputation Building in Management Consulting
13. The Merits of Academic Consulting and It’s Role in Organisational Development
14. Management Consultancy: The Power to Unleash Natural Capital Thinking
1. Elements of Good Change Leadership in the Post-Pandemic Economy
2. The Added Value of Intervision: Its Effect on Management Consultants’ Professional Practice
3. Practice in Advanced, Emerging Economics, and Azerbaijan
4. What Management Consultants Want from Academics
5. The Role of Psychology in Consulting - Some Considerations
6. Governance for Management Consultants
7. Consulting and the Pyramid of Trust
8. Working Capital Management Policies for Managers to Improve Profitability
10. Transformational Consulting – Application of Idiomatic Phrases to Technical and Adaptive Challenges
13. Perspectives on Quality and Quality Assurance in the Management Consulting Sector
1. Consulting on the Cusp of Digitalization
2. The Diagnostic Phase of the Consultancy Cycle
4. The Effect of Brexit on the Management Consulting Industry for UK- and EU-based Firms
5. What Jokes Can Tell: A Top 5 of Ethical Transgressions in Consulting
7. Graduate Employability: An Update on Behaviours Prized by Employers
8. Responsible Management Consultancy: Old Wine or New Normal?
9. The End of Management Consulting as We Know it?
10. Lowering Social Desirability Bias: Doing Jokes-Based Interviews
11. Using Chinese Wisdom to Rekindle Strategy Consulting
12. Researching Practice Areas of Consultancy Firms
13. Consulting Advice on Investigations into Possible CEO Misconduct
14. Business Models of Consulting Firms: What do their Leaders Need to Know?
1. The National Consulting Index 2023
2. Management Consulting in the Artificial Intelligence – LLM Era
3. Management Consulting’s Black Holes: A Question of Time and Space
4. The Creation of Chartered Management Consultant: A UK Gold Standard for Consulting Competence
5. Artificial Intelligence’s Impact of the Management Consultancy Sector over the Next Five Years
6. The Transformative Impact of Artificial Intelligence on the Management Consultancy Sector
8. Foundations and Challenges: Ethics in Consulting
9. Conscience and Compromise: The Struggle of Moral Codes in Business
10. Failed Professionalization and Management Consultancy’s Image Problem - a UK Perspective
2. Raising Client Confidence in Consulting Work
3. Rethinking the Governance of External Consultancy in the Public Sector
4. Be Guided by Your Moral Compass
5. From Mainframe to Cloud and Beyond: A Short History of IT Management Consulting
6. How to Work in International Consulting: An Experience Report from a UNESCO Consultant
How You Can Contribute
You can find full details on how to submit your article in the Author Guidelines but in summary if you’re inspired to contribute please contact journal editor Dr. Simon Haslam at editor@managementconsultingjournal.com and copied to simon@researching.co.uk with ‘Management Consulting Journal’ in the subject header for guidance around your idea. Please note that articles must not have been previously published, nor be in submission to any other journal (printed or electronic).
Upon receipt of your article it will be reviewed by our Editorial Board who will determine which articles will be taken forward to publication, and will provide feedback to the authors of all submissions.
ISSN: 2631-987X
Editor and Editorial Board
Management Consulting Journal is supported by Institute of Consulting and FMR Research Ltd.
ISSN: 2631-987X
The Journal’s editor is Professor Simon Haslam. Simon is Chair of the ICMCI’s (International Council of Management Consulting Institute’s) global network of Academic Fellows in management consulting, and director of the consulting and research firm FMR Research. Simon is also a Visiting Professor at Durham University Business School.
The editorial board consists of senior figures in management consulting, academics, and practitioners. The role of the editorial board is to help peer-review articles at the editor’s request. Current board members are listed below – please note they are not representing their organisations in this role.
- Timothy Clark - Professor, Singapore Management University
- Julie Hodges - Professor, Durham University
- Daniel Muzio - Professor, University of York
- Andrew Sturdy - Professor, University of Bristol
- Kathleen O'Reilly - Assistant Professor, UCD Ireland
- Lucie Noury - Assistant Professor, Audencia Business School
- Onno Bouwmeester - Professor, Durham University Business School
Affiliations:
Copyright © Management Consulting Journal
2024 | All Right Reserved |
Terms & Conditions | Privacy Policy