Critical Consulting, 1st Edition

”…an important and theoretically innovative book highlighting the power games and discursive strategies that consutlants used to legitimise their knowledge claimes”. Denis Saint-Martin, Universite de Montreal

“This book represents an admirable resource for learning about current consulting practices, about their historical roots, and their underlying assumptions. The case studies are rich with concrete illustrations and informed by sound scholarly research.” Chris Argyris, Harvard Business School

“Management Consultants are unloved - perhaps even by their own mothers - and they are misunderstood. This splendid volume tackles the latter problem with considerable success; now we understand why management consultants are unloved.” Stuart Macdonald, University of Sheffield

“With contributions from the leading researchers in the area, this book provides fresh insights into the growth of the management advice industry and a valuable addition to the critical literature in this area”. Dr Christopher Wright, University of New South Wales

“This book is a landmark that will set the parameters for future thinking about the role of consultants.” Professor Stephen Hill, London School of Economics

Timothy Clark is Professor of Organisational Behaviour at the University of Durham Business School. He has written or edited seven previous books including Managing Consultants (1995) and has written numerous articles in a range of leading journals. He is also an Assistant Editor of Human Relations.

Robin Fincham is Senior Lecturer at Stirling University. He has written or edited three previous books, including Principles of Organizational Behaviour (1999), now in its third edition.