How to Strengthen the Immunity of Your Small Consulting Practice in the Face of Covid-19

How Should We Govern Management Consultancy?

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<p>How and why do strategy consultancies prioritise graduates from elite universities, and is this practice doing them more harm than good? The association of top strategy firms with elite universities is well-known, but this study suggests that the practice is done more for signaling and ‘fit’ reasons than for recruiting outstanding talent. Using anonymous interviews with recruiters, partners, and consultants at strategy firms, and drawing on Bourdieu’s theory of cultural capital, this paper suggests that these practices may do more harm than good.</p>
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Elitism in Strategy Consulting: How Institutional Prestige Influences Recruitment

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<p>It is relatively unusual for white, working-class men to find employment in prestigious management consultancy firms. When they do find employment in these firms, their working-class masculinity is seen as problematic, and not in line with clients’ and co- workers’ expectations. In turn, they must modify their identity, by learning and enacting what the literature refers to as “corporate masculinity”. But how does this learning process occur? And how can consultancy firms better integrate working class men, to maximise the value of their contributions? Based on empirical research we conducted (Giazitzoglu and Muzio, forthcoming), this short piece explores the experiences of a pool of white working-class men who found employment as IT specialists in a prestigious management consultancy firm. After discussing our research and what it reveals about the way professionals from working class backgrounds learn corporate masculinity, we consider some practical recommendations.</p>
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Class and Masculinity in Contemporary Management Consulting Firms: Some Practical Recommendations

The Skills Most in Demand for Transformational Leadership Consultants

ICMCI National Consultancy Index – Estimating the Size of Management Consulting Markets Around the World

AHEAD OF PRINT

Volume 7 (2024): Issue 1 (February 2024)

Volume 6 (2023): Issue 2 (June 2023)

Volume 6 (2023): Issue 1 (February 2023)

Volume 5 (2022): Issue 2 (May 2022)

Volume 5 (2022): Issue 1 (January 2022)

Volume 4 (2021): Issue 2 (June 2021)

Volume 4 (2021): Issue 1 (January 2021)

Volume 3 (2020): Issue 1 (June 2020)

Volume 2 (2019): Issue 2 (December 2019)

Volume 2 (2019): Issue 1 (June 2019)

Volume 1 (2018): Issue 2 (December 2018)

Volume 1 (2018): Issue 1 (June 2018)

Management Consulting Journal

 The Management Consulting Journal (MCJ) focuses on the practice of management consulting and the management consulting sector. It publishes two volumes a year. It welcomes submissions from academics and practitioners. In addition to carrying full academic papers, it also includes ‘consulting shorts’, which are briefer reports and thought leadership pieces on contemporary consulting issues. It is an international journal drawing on research and insight from around the world, and is linked with the International Council of Management Consulting Institutes’ values and aims around standards and professionalism in the sector.   The aims of the journal are to:      Highlight and debate issues pertinent to the management consulting sector and management consulting practice.   Focus mainly on issues which have practical value, rather than discussing conceptual principles and theory.   Promote understanding of the management consulting sector and the practice of management consulting.      Archiving   Sciendo archives the contents of this journal in Portico - digital long-term preservation service of scholarly books, journals and collections.   Plagiarism Policy   The editorial board is participating in a growing community of Similarity Check System's users in order to ensure that the content published is original and trustworthy. Similarity Check is a medium that allows for comprehensive manuscripts screening, aimed to eliminate plagiarism and provide a high standard and quality peer-review process. 