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The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts Research - peer-review › Article
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Standard The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts. / Sturdy, AJ; Wright, C. In: Management Learning, Vol. 42, 5, 2011, p. 485 - 503. Research output: Research - peer-review › Article Harvard Sturdy, AJ & Wright, C 2011, 'The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts' Management Learning, vol 42, 5, pp. 485 - 503. DOI: 10.1177/1350507611401536 APA Sturdy, A. J., & Wright, C. (2011). The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts. Management Learning, 42, 5, 485 - 503. DOI: 10.1177/1350507611401536 Vancouver Sturdy AJ, Wright C. The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts. Management Learning. 2011;42, 5:485 - 503. Available from, DOI: 10.1177/1350507611401536 Author Sturdy, AJ ; Wright, C. / The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts. In: Management Learning. 2011 ; Vol. 42, 5. pp. 485 - 503 Bibtex @article{c455dbfc842e46a6a4228deafdea71ed, title = "The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts", abstract = "This article examines the active client of management consultancy as a key agent in managing and mediating knowledge flows across organisational boundaries. From a qualitative study of a particular case of active clients - internal consultants managing their external counterparts - three boundary-spanning roles are identified. Active clients can act as a ‘gatekeeper’, ‘broker’ and ‘partner’ with respect to both consultants and the knowledge they bring. These roles are shown to vary according to a client’s expertise, formal project responsibilities and personal reputation, as well as the different phases of consulting projects. They not only elucidate an otherwise neglected or static dimension of management consultancy – client activity - but highlight the dynamic and essentially political character of serving as knowledge barriers and/or bridges in the intermediation and co-production of management knowledge across organisational boundaries.", author = "AJ Sturdy and C Wright", note = "Publisher: Sage", year = "2011", doi = "10.1177/1350507611401536", volume = "42, 5", pages = "485 -- 503", journal = "Management Learning", } RIS - suitable for import to EndNote TY - JOUR T1 - The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts AU - Sturdy,AJ AU - Wright,C N1 - Publisher: Sage PY - 2011 Y1 - 2011 N2 - This article examines the active client of management consultancy as a key agent in managing and mediating knowledge flows across organisational boundaries. From a qualitative study of a particular case of active clients - internal consultants managing their external counterparts - three boundary-spanning roles are identified. Active clients can act as a ‘gatekeeper’, ‘broker’ and ‘partner’ with respect to both consultants and the knowledge they bring. These roles are shown to vary according to a client’s expertise, formal project responsibilities and personal reputation, as well as the different phases of consulting projects. They not only elucidate an otherwise neglected or static dimension of management consultancy – client activity - but highlight the dynamic and essentially political character of serving as knowledge barriers and/or bridges in the intermediation and co-production of management knowledge across organisational boundaries. AB - This article examines the active client of management consultancy as a key agent in managing and mediating knowledge flows across organisational boundaries. From a qualitative study of a particular case of active clients - internal consultants managing their external counterparts - three boundary-spanning roles are identified. Active clients can act as a ‘gatekeeper’, ‘broker’ and ‘partner’ with respect to both consultants and the knowledge they bring. These roles are shown to vary according to a client’s expertise, formal project responsibilities and personal reputation, as well as the different phases of consulting projects. They not only elucidate an otherwise neglected or static dimension of management consultancy – client activity - but highlight the dynamic and essentially political character of serving as knowledge barriers and/or bridges in the intermediation and co-production of management knowledge across organisational boundaries. U2 - 10.1177/1350507611401536 DO - 10.1177/1350507611401536 M3 - Article VL - 42, 5 SP - 485 EP - 503 JO - Management Learning T2 - Management Learning JF - Management Learning ER -
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