| Adapting Focus Group Methods to Large Groups: Mobilization in the U.S. Army Reserve |
| | Overmyer Day, Leslie E. | Organizational Consulting | LeslieDay@worldnet.att.net | (301) - 261-9705 |
| | Hogan, Eileen A. | Kutztown U. | EileenH8@aol.com | (610) 927-0701 |
| | This paper describes the application of large-scale focus group design to a large sample. The aim was both to collect data useful in its own right, and to provide the basis for later quantitative survey development. Nine hundred and twenty (920) U.S. Army Reserve soldiers participated in 141 semi-structured, self-controlled focus groups designed to identify and explore problems associated with mobilization efforts. The research met its goals, and other unintended positive consequences were also identified. |
| | Keywords: Focus Group; Methodology |
| How consultants can help organizations survive the ERP frenzy |
| | Caldas, Miguel P. | EAESP-FGV, São Paulo | mcaldas@fgvsp.br | +55 11 9121-7923 |
| | Wood, Jr., Thomaz | EAESP-FGV, São Paulo | twood@fgvsp.br | +55 11 866-7790 |
| | This paper discusses the Enterprise Resource Planning (ERP) rage. ERP represents immense investments for companies around the globe and has been promoted as a management panacea. Not surprisingly, many implementations fail to match such expectations. In this study, we: (i) propose a broader perspective to comprehend the substantive, institutional, and political factors involved in the ERP phenomenon, as an alternative to the techno-reductionism that has characterized the prevailing approach on the subject; (ii) present an exploratory survey of 28 implementation experiences, concentrating on the process of adoption, chosen implementation approaches and outcome assessment; and (iii) pose two major dilemmas consultants should address when assisting their clients through an ERP implementation. |
| | Keywords: Enterprise resource planning; consulting; management fads |
| Perceptions on Management Consulting -- Myths or Realities? |
| | Moller, Kim | Oxford Research | Kim.Moller@oxford.mg.com | + 45 33 69 13 69 |
| | Poulfelt, Flemming | Copenhagen Business School | Poulfelt@cbs.dk | +45 38 15 36 30 |
| | The management consulting business has been growing during the past several
years and faster than most other industries. Although this might be an
indication of the value of consultancy, skepticism and critical remarks
flourish in writings on management consulting. The paper explores the extent
to which these comments are myths or realities. It is based on a
comprehensive study of teh Danish management consulting industry comprising
both the consultant and client positions.
The results confirm that management consultants add value to their clients.
Clients report high levels of satisfaction with the services rendered and
with the competencies of their consultants. The study also shows that firms
using consultants seem to be more flexible, innovative and change-oriented,
and, as a result, more competitive. These findings suggest that the management
consulting business has become an institutionalized and legitimized industry.
On the other hand, despite the high level of satisfaction, clients report a
severe lack of transparency in the market for consulting services. Whether
this is an indication of a highly innovative business being ahead of its
users or an industry still characterized by being relatively closed is still
a question. The paper finally addresses some of the challenges facing
consultants in their strive to further professionalize the profession. |
| | Keywords: consulting; practice; |