Task, Firm Size, and 0rganizational Structure in Management Consulting

1. Front Matter

   Pages I-XXV

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2. Introduction

   Pages 1-19

3. Theory

   Pages 21-78

4. Methodology

   Pages 79-135

5. Results

   Pages 137-203

6. Discussion

   Pages 205-241

7. Conclusion

   Pages 243-248

8. Back Matter

   Pages 249-311

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Foreword The management consulting industry has grown into a sizeable eco­ nomic sector and employment market in the outgoing 20* century. Globally operating management consulting firms, with thousands of consultants, have emerged. They coexist alongside many small consultancies and single practi­ tioners. As a result, a remarkable diversity in the organizational structure of management consulting firms has developed. Organizational structure is of utmost importance for consultancies as it directly impacts their business and employment models. Yet, little scientific explanation has been offered so far on the factors accounting for the diversity of organizational structure in manage­ ment consulting. Michael Graubner explores this contemporary topic. His research is guided by the contingency theory of organizations, one of the classical organi­ zation theory schools of thought that has been traditionally applied to investi­ gate organizational structure in manufacturing, banking, and the public sector. The author thoroughly reviews the different aspects of contingency theor- contingency factors, constructs of organizational structure, the concept of fit between contingencies and structure, organic vs. bureaucratic theory - and reflects on them in the light of other organization theory schools of thought.

• Baratungsunternehmen
• Beratung
• Spezialisierung
• contingency theory
• management
• organizations

Dr. Michael Graubner promovierte bei Prof. Dr. Jean-Paul Thommen am Lehrstuhl für Allgemeine Betriebswirtschaftslehre, mit den Schwerpunkten Organisation und Personal der European Business School, Oestich-Winkel. Er ist derzeit als Unternehmensberater für McKinsey & Co. in Berlin tätig.

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