Far better than nothing at all: Towards a contingency-based evaluation of management consulting services
AbstractThe evaluation of consulting services is a widely, but controversially discussed issue. While there is obviously an increasing need for appropriate evaluation, there are critics questioning the applicability of evaluation methods as well as the motivation to assess. We provide a framework that can be used to improve project evaluations and structures future academic and practical discussions as it integrates relevant contingency factors (project type, consultant-client-relationship, characteristics of the evaluator) that affect opportunities and abilities to evaluate project input, throughput, and output. We summarize the prospects and challenges for the research agenda and suggest some management implications. --
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Bibliographic InfoPaper provided by TU Bergakademie Freiberg, Faculty of Economics and Business Administration in its series Freiberg Working Papers with number 2005,09.
Date of creation: 2005
Date of revision:
Management consulting; evaluation; performance; contingency factors;
Find related papers by JEL classification:
- L22 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Organization and Market Structure
- L23 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Organization of Production
- M21 - Business Administration and Business Economics; Marketing; Accounting - - Business Economics - - - Business Economics
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Guy G. Gable, 1996. "A Multidimensional Model of Client Success When Engaging External Consultants," Management Science, INFORMS, vol. 42(8), pages 1175-1198, August.
- Schaffer, Robert H., 1998. "Overcome the fatal flaws of consulting: Close the results gap," Business Horizons, Elsevier, vol. 41(5), pages 53-60.
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