Management consultancies as global change agents? Evidence from Italy

Abstract

Examines the role of small, locally based management consultancies as global change agents. Based on evidence from Italy, shows that these consultancies not only have managed to develop successful survival strategies, but also play an important role in the dissemination and translation of new management knowledge into a local context, thus contributing to an increasing homogenization of management practice. Draws on new evidence, namely questionnaires completed by Italian consultants as well as a large number of face‐to‐face interviews. It is part of an ongoing, large‐scale research project on management practices in Europe.

Citation

Crucini, C. and Kipping, M. (2001), "Management consultancies as global change agents? Evidence from Italy", Journal of Organizational Change Management, Vol. 14 No. 6, pp. 570-589. https://doi.org/10.1108/EUM0000000006143