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Popular Critiques of Consultancy and a Politics of Management Learning?

University of Warwick, UK, andrew.sturdy{at}wbs.ac.uk

In this short article, I argue that popular business discourse on the role of management consultancy in the promotion and translation of management ideas is often critical, informed by more or less implicit ethical and political concerns with employee security, equity, openness and the transparency and legitimacy of responsibility. These concerns are, in part, ‘sayable’ because their object is seen as a scapegoat for management. Nevertheless, combined with the popular form of their expression, they can support and legitimize critical studies of management learning, a discipline which otherwise has become overly concerned with processual and situational phenomena at the expense of broader political dynamics and of the content and consequences of management and management knowledge.

Key Words: knowledge • management consultancy • management learning

Management Learning, Vol. 40, No. 4, 457-463 (2009)
DOI: 10.1177/1350507609339686


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