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Volumn 40, Issue 4, 2009, Pages 457-463

Popular critiques of consultancy and a politics of management learning?

Author keywords

Knowledge; Management consultancy; Management learning

Indexed keywords


EID: 70349308131     PISSN: 13505076     EISSN: 14617307     Source Type: Journal    
DOI: 10.1177/1350507609339686     Document Type: Article
Times cited : (35)

References (24)
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  • 2
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  • 3
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  • 5
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    • Re-Embedding Situatedness: The Importance of Power Relations in Learning Theory
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  • 6
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    • Handley, K., Clark, T., Fincham, R. and Sturdy A.J. (2007) Researching Situated Learning: Participation, Identity and Practices in Client-Management Consultant Relationships, Management Learning 38(2): 173-91.
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    • Handley, K.1    Clark, T.2    Fincham, R.3    Sturdy, A.J.4
  • 11
    • 37849021082 scopus 로고    scopus 로고
    • Managing Meaning Through Branding-the case of a consulting firm
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  • 12
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    • The Burden of Otherness-Limits of Consultancy Interventions in Historical Case Studies
    • in M. Kipping and L. Engwall (eds), Oxford: Oxford University Press
    • Kipping, M. and Armbruster, T. (2002) The Burden of Otherness-Limits of Consultancy Interventions in Historical Case Studies, in M. Kipping and L. Engwall (eds) Management Consulting: Emergence and Dynamics of a Knowledge Industry, pp. 203-21. Oxford: Oxford University Press.
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* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.