Small Business Enterprise and Development: Consultation Modes
By means of four illustrative case studies, consultation interventions in small and medium sized (SMEs) enterprises are explored Recognized consultation intervention modes of 'expert ', 'doctor-patient' and 'process consultation' are found to fluctuate rapidly within each case st11dy, making apparent the need for consultants to be flexible and adopt an appropriate stance for client and contingencies of the situation. The permeability of the boundaries between content and process issues, with diagnosis and intervention inter-woven, is also apparent. The article concludes with a consideration of the conditions for success for different consultation modes with small businesses and implications for small businesses and enterprise development in their use of consultants.
Argyris, C. (1999). On organizational learn ing. Oxford: Blackwell. Beckhard, K. (1997). Agent of change. San Francisco: Jossey-Bass.
Chapman, J. (1998). Do process consultants need different sk i lls when working with nonprofits? Leadersh ip and Organization Development Journal, 19(4), 21 1-215.
Harrison, R. ( 1995). Consultant's journey: A dance of work and spirit. San Francisco: Jossey Bass.
Holloway, I. (1997). Basic concepts for qual itative research. Oxford: Blackwell Science. Jamieson, D. (1997). Consultation for organizational change. Journal of Organizational Change Management, 10(3), 198-192.
Kolb, D. A., & Frohman, A. (1970). An organization development approach to consulting. Sloan Management Review, 12, 51-65.
Kubr, M. (ed.) (1996). Management consulting: A gu ide to the profession (3" ed.). Geneva: International Labor Office.
Maclaran, P. & McGowan. P. ( 1999). Managing service quality for competitive advantage in small engineering firms. International Journal of Entrepreneurial Behaviour & Research, 5(2), 35-47.
McLarty, R., & Robinson, T. (1998). The practice of consultation and a professional development strategy. Leadership and Organ ization Development Journal, 1 9(5) 256- 263.
Old, D. ( 1995). Consulting for real transformation. Journal of Organizational Change Managemen 8(3), 6-17.
Sadler, P. ( 1 998). Management consultancy: A handbook of best practice. London: Kogan Page.
Schein, E. H. (1995). Process consultation, action research and clinical inquiry: Are they the same? Journal of Managerial Psychology, 10(6), 14-19.
Schein, E. H. (1997). The concept of "client" from a process consultation perspective: A guide for change agents. Journal of Organizational Change Management, 10(3), 202- 216.
Schein, E. H. (1999). Process consultation revisited - Building the hel ping relationship. Harlow: Addison-Wesley.
Shaw, P. (1997). Intervening in the shadow systems of organizations: Consulting from a complexity perspective. Journal of Organizational Change Management, 10(3), 235- 250.
Winch, G., & Schneider, E. (1993). Managing the knowledge-based organization: The case of architectural practice. Journal of Management Studies, 30(6), 923 -937.