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Combining management consultancy and research

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  • Ormerod, R. J.

Abstract

Consultancy provides the academic with experience which can provide a rich source of research material. In practice attempts to combine consultancy and research can be frustrating. In general consultants and academics differ in their motivations, outlook and behaviour. For a consulting assignment to act as a research vehicle, many different approaches can be adopted and a wide variety of subject matter can be the focus of attention. In the paper these issues are explored in relation to the author's experience in conducting an information systems project at an Australian iron ore mine. Consultants lack an explicit philosophy to provide coherence to their practice: pragmatism may be sufficient but the possibilities of a post-modernist stance are intriguing. For academics who wish to engage in consultancy the challenge is to understand and perform the role of the consultant beyond the constraints of their academic beliefs and behaviours.

Suggested Citation

  • Ormerod, R. J., 1996. "Combining management consultancy and research," Omega, Elsevier, vol. 24(1), pages 1-12, February.
    • Handle: RePEc:eee:jomega:v:24:y:1996:i:1:p:1-12
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    References listed on IDEAS

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    1. Allan P. O. Williams & Sally Woodward, 1994. "The Competitive Consultant," Palgrave Macmillan Books, Palgrave Macmillan, number 978-1-349-13384-0.
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    Cited by:

    1. Goles, Tim & Hirschheim, Rudy, 2000. "The paradigm is dead, the paradigm is dead...long live the paradigm: the legacy of Burrell and Morgan," Omega, Elsevier, vol. 28(3), pages 249-268, June.
    2. Marco Taliento, 2022. "The Triple Mission of the Modern University: Component Interplay and Performance Analysis from Italy," World, MDPI, vol. 3(3), pages 1-24, July.
    3. John Mingers, 2001. "Combining IS Research Methods: Towards a Pluralist Methodology," Information Systems Research, INFORMS, vol. 12(3), pages 240-259, September.
    4. Sánchez-Barrioluengo, Mabel, 2014. "Articulating the ‘three-missions’ in Spanish universities," Research Policy, Elsevier, vol. 43(10), pages 1760-1773.
    5. Arnold Reisman & Muhittin Oral, 2005. "Soft Systems Methodology: A Context Within a 50-Year Retrospective of OR/MS," Interfaces, INFORMS, vol. 35(2), pages 164-178, April.
    6. Ormerod, Richard, 1999. "Putting soft OR methods to work: The case of the business improvement project at PowerGen," European Journal of Operational Research, Elsevier, vol. 118(1), pages 1-29, October.
    7. Lohman, Clemens & Fortuin, Leonard & Wouters, Marc, 2004. "Designing a performance measurement system: A case study," European Journal of Operational Research, Elsevier, vol. 156(2), pages 267-286, July.
    8. Michel Verstraeten, 2006. "L'intervenant face aux objectifs de mission: entre tensions vécues et régulations tentées," Working Papers CEB 06-013.RS, ULB -- Universite Libre de Bruxelles.
    9. Ormerod, R. J., 1997. "The design of organisational intervention: Choosing the approach," Omega, Elsevier, vol. 25(4), pages 415-435, August.
    10. Iszan Hana Kaharudin & Mohammad Syuhaimi Ab-Rahman & Roslan Abd-Shukor & Azamin Zaharim & Mohd Jailani Mohd Nor & Ahmad Kamal Ariffin Mohd Ihsan & Shahrom Md Zain & Afiq Hipni & Kamisah Osman & Ruszym, 2022. "How Does Supervision Technique Affect Research? Towards Sustainable Performance: Publications and Students from Pure and Social Sciences," Sustainability, MDPI, vol. 14(9), pages 1-18, May.
    11. R J Ormerod, 2008. "The transformation competence perspective," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 59(11), pages 1435-1448, November.
    12. Mingers, John & Brocklesby, John, 1997. "Multimethodology: Towards a framework for mixing methodologies," Omega, Elsevier, vol. 25(5), pages 489-509, October.

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