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The Oxford Review Volume 3 Number 6

Oxford Review Volume 3 No 6

In this month’s Oxford Review What can coaches learn from positive psychology?.. 5 The psychology of boredom and what predicts it. 11 The problem with integrating evidence-based practice. 16 The impact of leader-member exchange (LMX) on organisational citizenship behaviours; the role of organisational job embeddedness   20 The impact of emotions, beliefs and values on LMX (leader-member […]

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The Oxford Review Volume 3 Number 8

The Oxford Review Volume 3 Number 8

In this Month’s Oxford Review: Does being clear about your own emotions help you to have greater empathy? Why talent management and industrial–organisational (I-O) psychology has a big problem Lean is harder to implement and the results worse than people usually expect at first What does engagement really mean? The impact of organisational values and […]

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Lean – the management consultant’s paradox

Research Briefing

Keywords: lean, lean thinking, management consulting, change management, lean implementation, learning, learning culture, organisational development The concept of lean has grown from an operational set of tools to reduce waste and increase value into a complete management philosophy of excellence, that involves a range of other ‘soft’ factors, such as leadership, management, learning and engagement. Additionally, […]

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The emperor’s new clothes: Bringing new knowledge into an organisation – the role of management consultants

Research Briefing

Keywords: management consulting, knowledge management, organisational knowledge, organisational learning, knowledge reuse One of the most important organisational resources in any organisation is knowledge. Knowledge is the basis by which any organisation creates value and competitive advantage. This includes explicit knowledge of things and tacit knowledge or know-how. The centrality of knowledge in the development of organisations […]

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