Article

Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?

Alfred Kieser and Benjamin Wellstein

in The Oxford Handbook of Organizational Decision Making

Published in print March 2008 | ISBN: 9780199290468
Published online September 2009 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780199290468.003.0026

Series: Oxford Handbooks in Business and Management C

 Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?

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In order to assess what kind of knowledge consultants and management researchers can contribute to support managers' decisions, one first has to find out how managers make decisions. Hence, this article starts by discussing some results on decision making by managers. It then analyzes what kind of knowledge consultants produce and how they produce it. The article also asks why there has been such an enormous growth in the demand for consulting. This growth seems to indicate that managers appreciate the consultants' contributions to their decision making. Then the article argues that the system of science follows its own logic and dynamics and thus necessarily produces a rigor relevance gap: the problems that management researchers analyze are not the problems that managers experience.

Keywords: managers' decisions; knowledge consultants; management researchers; decision making; relevance gap

Article.  8703 words. 

Subjects: Business and Management ; Organizational Theory and Behaviour ; Business Strategy

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