The dynamics of client–consultant relationships: exploring the interplay of power and knowledge
暂无分享,去创建一个
[1] Sudhir Gupta,et al. Case Studies , 2013, Journal of Clinical Immunology.
[2] P. Asaro. Transforming society by transforming technology: the science and politics of participatory design , 2000 .
[3] Robin Fincham,et al. The Consultant–Client Relationship: Critical Perspectives on the Management of Organizational Change , 1999 .
[4] E. Schein. Process Consultation : Its Role in Organization Development , 1969 .
[5] Ben Light,et al. Going beyond 'misfit' as a reason for ERP package customisation , 2005, Comput. Ind..
[6] E. Wenger. Communities of Practice and Social Learning Systems , 2000 .
[7] Andrew B. Hargadon,et al. Brainstorming groups in context: Effectiveness in a product design firm , 1996 .
[8] Andrew Sturdy,et al. The Consultancy Process — An Insecure Business? , 1997 .
[9] Jacky Swan,et al. The diffusion, design and social shaping of production management information systems in Europe , 2000, Inf. Technol. People.
[10] Robert G. Fichman,et al. An Incremental Process for Software Implementation , 1999 .
[11] Eric van Heck,et al. Local adaptations of generic application systems: the case of Veiling Holambra in Brazil , 2006, J. Inf. Technol..
[12] Samar Mouakket,et al. Varieties of Political Process During Systems Development , 1997, Inf. Syst. Res..
[13] S. Ranson. The Structuring of Organizational Structures. , 1980 .
[14] J. Fleck. Learning by trying: the implementation of configurational technology☆ , 1994 .
[15] T. Clark,et al. Telling Tales: Management Gurus' Narratives and the Construction of Managerial Identity , 1998 .
[16] Andrew Kakabadse,et al. Consultant's role: a qualitative inquiry from the consultant's perspective. , 2006 .
[17] C. Avgerou,et al. Information Technology in Context: Studies from the Perspective of Developing Countries , 2001 .
[18] Hugh Willmott,et al. Re-Embedding Situatedness: The Importance of Power Relations in Learning Theory , 2003, Organ. Sci..
[19] S. Newell,et al. Networks, Knowledge and Power: Decision Making, Politics and the Process of Innovation , 2000 .
[20] K. Eisold,et al. Psychoanalytic Perspectives on Organizational Consulting: Transference and Counter-Transference , 2003 .
[21] Eivor Oborn,et al. Boundary object use in cross-cultural software development teams , 2010 .
[22] Barbara Simpson,et al. Pragmatism, Mead and the Practice Turn , 2009 .
[23] M. Lynne Markus,et al. Power, politics, and MIS implementation , 1987, CACM.
[24] William H. Glick,et al. Studying Changes in Organizational Design and Effectiveness: Retrospective Event Histories and Periodic Assessments , 1990 .
[25] Robert Pellerin,et al. ERP implementation through critical success factors' management , 2009, Bus. Process. Manag. J..
[26] V. Murray,et al. Illusions and Other Games: A Trifocal View of Organizational Politics , 1991 .
[27] Etienne Wenger,et al. Situated Learning: Legitimate Peripheral Participation , 1991 .
[28] L. Melin,et al. Strategy as Practice: Research Directions and Resources , 2007 .
[29] K. Weick. Making Sense of the Organization , 2000 .
[30] Cliff Oswick,et al. Images of an organisation: the use of metaphor in a multinational company , 1999 .
[31] Peter H. Gray,et al. The impact of knowledge repositories on power and control in the workplace , 2001, Inf. Technol. People.
[32] Russell Williams. The client’s role in the consulting relationship: is there “con” in consulting? , 2001 .
[33] Edgar H. Schein,et al. Empowerment, coercive persuasion and organizational learning: do they connect? , 1999 .
[34] Brian P. Bloomfield,et al. THE ROLE OF MANAGEMENT CONSULTANTS IN THE DEVELOPMENT OF INFORMATION TECHNOLOGY: THE INDISSOLUBLE NATURE OF SOCIO‐POLITICAL AND TECHNICAL SKILLS* , 1995 .
[35] Vallabh Sambamurthy,et al. Special Issue on Information Technology and Knowledge Management , 2005 .
[36] Kathy McGrath,et al. Power, Rationality, and the Art of Living Through Socio-Technical Change , 2007, MIS Q..
[37] Knut H. Rolland,et al. Balancing the Local and the Global in Infrastructural Information Systems , 2002, Inf. Soc..
[38] A. Langley. Strategies for Theorizing from Process Data , 1999 .
[39] Richard Heeks,et al. Explaining ERP failure in a developing country: a Jordanian case study , 2010, J. Enterp. Inf. Manag..
[40] F. A. Wilson,et al. The truth is out there: the search for emancipatory principles in information systems design , 1997, Inf. Technol. People.
[41] Natalia Levina,et al. Collaborating on Multi-Party Information Systems Development Projects: A Collective Reflection-in-Action View , 2005, Inf. Syst. Res..
[42] E. Wenger. Communities of practice and social learning systems”. Organization :. , 2000 .
[43] D. Yanow. Translating Local Knowledge at Organizational Peripheries , 2004 .
[44] W. G. Astley,et al. Structural Sources of Intraorganizational: Power: A Theoretical Synthesis , 1984 .
[45] Kate Gilbert,et al. “Consultancy fatigue”: epidemiology, symptoms and prevention , 1998 .
[46] Brian S. Butler,et al. Power and Information Technology Research: A Metatriangulation Review , 2002, MIS Q..
[47] Debra Howcroft,et al. Paradoxes of participatory practices: the Janus role of the systems developer , 2003, Inf. Organ..
[48] James Fleck,et al. Configurations: Crystallizing contingency , 1993 .
[49] C. Glesne,et al. Glesne, Corrine, Becoming Qualitative Researchers: An Introduction, 2nd ed. New York: Longman, 1999. , 1999 .
[50] Alain Pinsonneault,et al. Global-local negotiations for implementing configurable packages: The power of initial organizational decisions , 2005, J. Strateg. Inf. Syst..
[51] M. Schwarz,et al. Guess who's coming to dinner? Structures and uses of liminality in strategic management consultancy , 2006 .
[52] Michelle L. Kaarst-Brown. Five symbolic roles of the external consultant – Integrating change, power and symbolism , 1999 .
[53] G. Currie,et al. Political and Cultural Issues in the Case of Intranet Implementation The Limits of a Technological Fix to Knowledge Management : Epistemological , 2004 .
[54] Marie-Claude Boudreau,et al. Enacting Integrated Information Technology: A Human Agency Perspective , 2005, Organ. Sci..
[55] J. Brown,et al. Bridging epistemologies: The generative dance between organizational knowledge and organizational knowing , 1999 .
[56] Mordecai Lee,et al. Management history as told by popular culture: the screen image of the efficiency expert , 2002 .
[57] Naomi Hossain,et al. GUESS WHO’S COMING TO DINNER , 2020, Chinese Primer, Volumes 1-3 (Pinyin).
[58] S. Pan,et al. Knowledge Management in Practice: An Exploratory Case Study , 1999 .
[59] Brian P. Bloomfield,et al. Re-Presenting Technology: It Consultancy Reports as Textual Reality Constructions , 1994 .
[60] Matthew Jones,et al. The expert system: constructing expertise in an IT/management consultancy , 2003, Inf. Organ..
[61] Yvette Taminiau,et al. Innovation in management consulting firms through informal knowledge sharing , 2009, J. Knowl. Manag..
[62] M. Foucault,et al. Power/Knowledge: Selected Interviews and Other Writings 1972-1977 , 1980 .
[63] N. Marshall,et al. Maybe Bacon Had a Point: The Politics of Interpretation in Collective Sensemaking , 2004 .
[64] Anthony Mills,et al. Implementation of enterprise resource planning (ERP) software in a major construction contracting organization in Hong Kong , 2011 .
[65] Robin Fincham,et al. PERSPECTIVES ON POWER: PROCESSUAL, INSTITUTIONAL AND ‘INTERNAL’FORMS OF ORGANIZATIONAL POWER , 1992 .
[66] Paul R. Carlile,et al. A Pragmatic View of Knowledge and Boundaries: Boundary Objects in New Product Development , 2002, Organ. Sci..
[67] Tim Brady,et al. Knowledge management and the politics of knowledge: illustrations from complex products and systems , 2001, Eur. J. Inf. Syst..
[68] G. Currie,et al. The Limits of a Technological Fix to Knowledge Management , 2004 .
[69] Jean-Louis Denis,et al. Leadership and Strategic Change under Ambiguity , 1996 .
[70] Brian P. Bloomfield,et al. Management Consultants: Systems Development, Power and the Translation of Problems , 1992 .
[71] Davide Nicolini,et al. Practice as the Site of Knowing: Insights from the Field of Telemedicine , 2011, Organ. Sci..
[72] Robin Williams. Universal solutions or local contingencies , 1997 .
[73] Cynthia Hardy,et al. The Power Behind Empowerment: Implications for Research and Practice , 1998 .
[74] Robert D. Galliers,et al. The creation of 'best practice' software: Myth, reality and ethics , 2006, Inf. Organ..
[75] W. Orlikowski. Sociomaterial Practices: Exploring Technology at Work , 2007 .
[76] Wanda J. Orlikowski,et al. Knowing in practice: Enacting a collective capability in distributed organizing , 2002, STUDI ORGANIZZATIVI.
[77] Robin Fincham,et al. Researching Situated Learning , 2007 .