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Far better than nothing at all: Towards a contingency-based evaluation of management consulting services

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Listed:
  • Ehrhardt, Andreas
  • Nippa, Michael

Abstract

The 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.

Suggested Citation

  • Ehrhardt, Andreas & Nippa, Michael, 2005. "Far better than nothing at all: Towards a contingency-based evaluation of management consulting services," Freiberg Working Papers 2005/09, TU Bergakademie Freiberg, Faculty of Economics and Business Administration.
    • Handle: RePEc:zbw:tufwps:200509
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    References listed on IDEAS

    as
    1. Guy G. Gable, 1996. "A Multidimensional Model of Client Success When Engaging External Consultants," Management Science, INFORMS, vol. 42(8), pages 1175-1198, August.
    2. Schaffer, Robert H., 1998. "Overcome the fatal flaws of consulting: Close the results gap," Business Horizons, Elsevier, vol. 41(5), pages 53-60.
    3. Ed McMullan & James J. Chrisman & Karl Vesper, 2001. "Some Problems in Using Subjective Measures of Effectiveness to Evaluate Entrepreneurial Assistance Programs," Entrepreneurship Theory and Practice, , vol. 26(1), pages 37-54, October.
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    More about this item

    Keywords

    Management consulting; evaluation; performance; contingency factors;
    All these keywords.

    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; Personnel Economics - - Business Economics - - - Business Economics

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