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Timing of Proactive Organizational Consulting: Difference between Organizational Perception and Behaviour

Author

Listed:
  • Ichak Adizes

    (Adizes Institute, Santa Barbara, California, USA)

  • Mladen Cudanov

    (The Faculty of Organizational Science, Belgrade, Serbia)

  • Dusanka Rodic

    (The Faculty of Organizational Science, Belgrade, Serbia)

Abstract

The aim of this paper is to show organizational perceptions and behaviours regarding proactive search for consultancy services. Management consulting is operating primarily through the analysis of perceived and existing organizational problems, but on the other hand it could be considered as a creation of value for organizations through the application of knowledge, techniques and, assets to improve organizational performance which is in the unknown and hidden potential part of organizational Johari window. Perceptions of organization are shown through managers and consultants perceptions survey in southeast Europe region. From the other side as an empirical base of real managerial behaviours there is a database of companies which had been proactively asking for consultancy services in southeast Europe region. This research is based on Adizes Institute database, which is the reason we have introduced the Adizes Corporate Lifecycle model theory. We will show the difference of perceptions at what stage in lifecycle organizations should engage consultant help and reality, when companies actually do that. We will use data analysis results to discuss whether timing when organizations decide to proactively engage consultants is the right time for such engagement.

Suggested Citation

  • Ichak Adizes & Mladen Cudanov & Dusanka Rodic, 2017. "Timing of Proactive Organizational Consulting: Difference between Organizational Perception and Behaviour," The AMFITEATRU ECONOMIC journal, Academy of Economic Studies - Bucharest, Romania, vol. 19(44), pages 232-232, February.
    • Handle: RePEc:aes:amfeco:v:s10:y:2017:i:18:p:232
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    References listed on IDEAS

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    1. Mueller, Dennis C, 1972. "A Life Cycle Theory of the Firm," Journal of Industrial Economics, Wiley Blackwell, vol. 20(3), pages 199-219, July.
    2. Bessant, John & Rush, Howard, 1995. "Building bridges for innovation: the role of consultants in technology transfer," Research Policy, Elsevier, vol. 24(1), pages 97-114, January.
    3. Danny Miller & Peter H. Friesen, 1984. "A Longitudinal Study of the Corporate Life Cycle," Management Science, INFORMS, vol. 30(10), pages 1161-1183, October.
    4. Robert E. Quinn & Kim Cameron, 1983. "Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence," Management Science, INFORMS, vol. 29(1), pages 33-51, January.
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    Cited by:

    1. Chicu Nicoleta & Nedelcu Alexandra Catalina, 2017. "The usefulness of 360 degree feedback in developing a personal work style," Proceedings of the International Conference on Business Excellence, Sciendo, vol. 11(1), pages 448-453, July.
    2. de Freitas Michelin Claudia & Minello Italo Fernando & Siluk Julio Cezar Mairesse & Gerhardt Vinícius Jaques & Savian Fernando de Souza & Garlet Taís Bisognin, 2023. "Analysis of Entrepreneurial Behaviour in Incubated Technology-Based Companies," Business Systems Research, Sciendo, vol. 14(1), pages 54-71, September.

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    More about this item

    Keywords

    Management consulting; Adizes Corporate Lifecycle stages; managerial perceptions; organizational reality; Johari window in organizational consultancy context;
    All these keywords.

    JEL classification:

    • L29 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Other
    • L84 - Industrial Organization - - Industry Studies: Services - - - Personal, Professional, and Business Services
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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