Management Consultants Research Articles

Over-the-Scope Clip in the Treatment of Gastrointestinal Leaks and Perforations.

While perforations, postoperative fistulas, and leaks have traditionally led to surgical or interventional radiology consultation for management, the introduction of the over-the-scope clip has allowed increased therapeutic possibilities for endoscopists. While primarily limited to case reports and series, the over-the-scope clip successfully manages gastrointestinal bleeding, perforations, as well as postoperative leaks and fistulas. Retrospective studies have demonstrated a relatively high success rate and a low complication rate. Given the similarity to variceal banding equipment, the learning curve with the over-the-scope clip is rapid. However, given the higher risk of procedures involving the use of the over-the-scope clip, it is essential to obtain the scope in a stable position and grasp sufficient tissue with the cap using a grasping tool and/or suction. From our experience, while closure may be successful in lesions sized up to 3 cm, successful outcomes are obtained for lesions sized <1 cm. Ultimately, given the limited available data, prospective randomized trials are needed to better evaluate the utility of the over-the-scope clip in various clinical scenarios, including fistula and perforation management.

Toward Global Urban Climate Mitigation

Most research on global environmental change focuses on the national level, but the increasingly significant role of cities worldwide in climate change governance necessitates a global-scale understanding of urban environmental change. This study explains how greenhouse gas emissions reduction in 330 cities across 48 countries is affected by diffusion of normative expertise and political-economic forces. Specifically, polycentric systems comprised of environmental management consultancies and environmental transnational municipal networks facilitate expertise transmission to cities, facilitating urban emissions reduction. This expertise is diffused globally in a normative process explicable by world society theory, but these polycentric systems bypass national governments in a direct global-to-local transmission of expertise. These findings advance world society theory beyond its traditional nation-state-centric purview by showing that new polycentric systems can also affect subnational environmental policy outcomes, linking micro-level and macro-level processes in global environmental change.

Accentuating dirty work: Coping with psychological taint in elite management consulting

In this study, we develop the concept of dirty work by identifying new ways in which it is coped with. Traditionally, studies of dirty work have focused on how physical, social, or moral dirtiness is downplayed or normalized by workers in often physically tough “manual” occupations. We consider psychological dirtiness in work that is “knowledge intensive” and where high occupational status shields the need to protect oneself from stigma associated with dirty work. Based on interviews with management consultants working in stressful jobs in elite professional service firms, we complement the emerging literature on coping with the experience of dirty work by identifying three self-tainting tactics that consultants draw on to accentuate, rather than normalize dirty work: explication, stressing ambiguity, and humor. The motives behind these taint accentuation tactics varied from criticizing the working conditions in the sector, to the opposite, stressing one’s abilities and commitment to potential clients and managers. Where dirty aspects of work have been more psychological, accentuation was used for impression management and as a form of critique. We conclude with a discussion of the wider implications for research and practice, especially in terms of how coping with dirty work is shaped by occupational context, the kind of dirtiness (physical or psychological, social or moral), and the interests of occupational audiences.

Sustaining and Growing the Informal Sector in Ghana Using Management Consulting: A Case Study of the Fashion SMEs in Kumasi Metropolis

The purpose of this paper is to explore how the informal sector could be made relevant and sustainable using management consulting, by examining why entrepreneurs use or do not use consultants. A representative sample size of 210, made up of 200 fashion businesses and 10 consulting firms participated. Structured questionnaires and interviews were used for the data gathering. Stratified random sampling technique was used. Chi-square test of association, correlation and logistic regression were used to determine the relationships or associations of variables. The study revealed that even though the skills level of entrepreneurs is low they are reluctant to engage the services of consultants Keywords: informal sector, fashion, SME, entrepreneur, management consulting, micro-enterprises DOI: 10.7176/EJBM/13-22-07 Publication date: November 30 th 2021

IT SOLUTIONS, PLC.: INTRODUCING A BIG DATA CASE INTO THE ACCOUNTING CURRICULUM

By bridging the accounting and data science domains, this paper introduces an interdisciplinary Big Data case study for accounting students that implements a specific methodology framework. It is supported by clear learning objectives and detailed instructor’s implementation guidance that complement a fascinating scenario, representing a real-world situation in the data-led world of business. The participants’ assignment is to propose a strategy for improving financial position and performance of a particular company by attracting new customers selected among companies, listed on the London Stock Exchange. The data sources of the proposed case study are publicly available and comprise of historical financial and non-financial data, disclosed in companies’ annual reports. By performing their assigned roles under the case study scenario, future graduates will build upon their technological competences as well as raise their awareness on the new roles and job tasks of the future accountant. They will also gain understanding on the new advisory function of the accounting specialists and their responsibilities as management consultants in the data-let business world. From a research perspective, this interdisciplinary work demonstrates how expertise in text mining and financial reporting might be combined for revealing new investment opportunities and enhancing management decisions.

The Value of Planning: Views from Management Consultants

Professional planners working in the private sector intersect with a complex sphere of business interests. Management consultants have a growing influence in many organizations, including private sector planning firms. Using a mixed-method approach to examine the strategies and priorities of management consultants, I find that management consultants view the “value” of planning as opening the door to future contracts and selling firm services. This has implications for understanding how practitioners reconcile professional values (such as autonomy, neutrality, and protection of the public interest) with market imperatives, and for the profession as one driven by societal, rather than entrepreneurial goals.

422 - Evaluating the Clinical Impact of National Dementia Behavior Support Programs on Neuropsychiatric Outcomes in Australia

Background:People living with dementia (PLWD) in residential aged care homes (RACHs) are frequently prescribed psychotropic medications due to the high prevalence of neuropsychiatric symptoms, also known as behaviors and psychological symptoms of dementia (BPSD). However, the gold standard to support BPSD is using psychosocial/non-pharmacological therapies.Objective:This study aims to describe and evaluate services and neuropsychiatric outcomes associated with the provision of psychosocial person-centered care interventions delivered by national multidisciplinary dementia-specific behavior support programs.Methods:A 2-year retrospective pre-post study with a single-arm analysis was conducted on BPSD referrals received from Australian RACHs to the two Dementia Support Australia (DSA) programs, the Dementia Behavior Management Advisory Service (DBMAS) and the Severe Behavior Response Teams (SBRT). Neuropsychiatric outcomes were measured using the Neuropsychiatric Inventory (NPI) total scores and total distress scores. The questionnaire version “NPI-Q” was administered for DBMAS referrals whereas the nursing home version “NPI-NH” was administered for SBRT referrals. Linear mixed effects models were used for analysis, with time, baseline score, age, sex, and case length as predictors. Clinical significance was measured using Cohen’s effect size (d; ≥0.3), the mean change score (MCS; 3 points for the NPI-Q and 4 points for the NPI-NH) and the mean percent change (MPC; ≥30%) in NPI parameters.Results:A total of 5,914 referrals (55.9% female, age 82.3 ± 8.6 y) from 1,996 RACHs were eligible for analysis. The most common types of dementia were Alzheimer’s disease (37.4%) and vascular dementia (11.7%). The average case length in DSA programs was 57.2 ± 26.3 days. The NPI scores were significantly reduced as a result of DSA programs, independent of covariates. There were significant reductions in total NPI scores as a result of the DBMAS (61.4%) and SBRT (74.3%) programs. For NPI distress scores, there were 66.5% and 69.1% reductions from baseline for the DBMAS and SBRT programs, respectively. All metrics (d, MCS, MPC) were above the threshold set for determining a clinically significant effect.Conclusions:Multimodal psychosocial interventions delivered by DSA programs are clinically effective as demonstrated by positive referral outcomes, such as improved BPSD and related caregiver distress.Word count:350 words

Project Delay Factor Ranking among Contractor, Client and Project Management Consultant in Construction Industry

A construction project delay can result in financial losses to various parties involved both to the Contractor, Client and Project Management Consultant (PMC). This paper presents the results of a survey questionnaire conducted among Contractors, Clients and PMC. Data was analyzed with statistical tools to rank factors that influenced construction delays. From the results of the analysis there were 58 project delay factors that affected the delay of construction projects based on previous research. The project delay factors ranked so as to produce a project delay ranking sequence. Project delay factors will be grouped based on the perception of the Contractor, Client and PMC. Each project delay factor will be analyzed based on the type of delay factor, namely: Finance; Technical; and Coordination. It is concluded that the type of delay factor "finance" is a problem causing the project delay according to the perception of the "Client". While the type of "Technical" delay factor is the dominant cause of involvement according to the Contractor and PMC. For the type of delay factor "Coordination" is the main consideration for the cause of the project delay for the Contractor.

Introducing a Task Management Tool into the Operation of a Management Consulting Firm

Lean and agile methods are now widely used in various fields. Seeing their success, management consultancy firms also want to take advantage of using them. In this case study, the company selects the appropriate task management tool for their operation, the kanban board, and implements it. The implementation process is supported by quantitative analysis. In order to track the introduction progress of the kanban board, a key performance index is defined: the board activity, which is the number of operations performed on the board in a given time period. Based on the evaluation of over 26 weeks’ data, board activity proved to be an appropriate indicator of the kanban board’s reception, operation, and stability. The individual indicators examined, however, were not found to be suitable for performance appraisal.

Equity360: Gender, Race, and Ethnicity: Our "Best Hospitals" Rank Poorly in Health Equity.

Equity360: Gender, Race, and Ethnicity: Our "Best Hospitals" Rank Poorly in Health Equity.

Virtual Reality as a Tool for Public Consultations in Spatial Planning and Management

Planning and management of urban space that involves the local community the process is key to optimal management of the surroundings, in line with social needs. Social isolation imposed because of the COVID-19 pandemic considerably reduces the possibility of conducting public consultations. This study hypothesized that such consultations can be carried out using new visualisation technologies in the virtual reality (VR) area. Owing to the development of new technologies, innovative services can be created which make it easier for recipients to absorb new content. To this end, the ArchitektVR application was developed, which uses enhanced reality for public consultations concerning planned land development. 3D visualisation with VR enables the presentation of various aspects of area development in a clear form, understandable to an average user with no specialist qualifications. It facilitates the presentation and creation of multiple variants/scenarios for the future shape of the area. The research assumptions were tested for a disused area of a water body. According to preliminary tests, the use of virtual reality could provide a new form of communication between decision-makers and citizens. Effective and easy-to-understand visualisations might provide encouragement to participate in local matters and enable citizens to make better decisions. 3D visualisation enabled concerned individuals to assess the potential development of a selected area fragment without an in-person visit, either in the field or to an office. This is of particular importance in relation to the COVID-19 pandemic and sanitary restrictions.

Acquiring knowledge through management consultancy: a national culture perspective

AbstractThis paper examines how national culture informs the sourcing of management knowledge through external consultancy. First, it hypothesises and compares the relationship between quantitative measures of Hofstede's cultural indices with adjusted expenditure on consulting in nine countries. Two cultural indices are found to correlate with consulting use – power distance (negatively) and individualism (positively). However, the disparity between our findings and prior research suggests limitations of generalisation in studies solely employing quantitative cultural indices to understand the purchasing of business knowledge. We therefore propose the use of supplementary, qualitative data with sensitivity to local contexts and briefly apply this by using secondary sources to provide historical narratives for two countries – the UK and Japan. Overall, we find and tentatively explain significant statistical relationships between Hofstede's cultural indices and adjusted expenditure on consultancy. We then draw attention to wider implications for consulting research and for practitioners involved in this context.

In search of legitimacy: conflicting logics and identities of management consultants in public administration

ABSTRACT Management consultants are often hidden and therefore understudied actors in public administration. Building on institutional and social identity theory, we investigate consultants’ identity work in search of legitimacy as knowledge providers in the public sector. We substantiate our theoretical reasoning with 43 semi-structured interviews with consultants and clients and extract four social identities of consultants, only one of which complies with what the literature commonly considers a management consultant in the public sector. Our study extracts new patterns of identity work and shows how they help actors in need of legitimacy to cope with the institutional complexity of public administration.

The Role of Construction Management Consultants in Building Construction Procurement with Integrated Construction Method

Designing and building in developed and developing countries such as Singapore, Malaysia, Hong Kong and other neighboring countries apply the integrated method (Design and Build) as an alternative development method.

RETAILER VULNERABILITY TO LOTTERY FRAUD

ABSTRACT A fraud at an Australian national retail chain over a two-year period exposed deficiencies in first, second, and third line of defence controls (Institute of Internal Auditors). Internal Audit’s role was to data-mine millions of transactions to assure the retailer of the full extent of the fraud and whether other stores had suffered similar losses in the preceding 3 years. In addition to the quantitative findings, the resulting qualitative improvements to internal control helped to offset the AUD$100,000 loss. So the fraud was turned into a beneficial process improvement assignment at less than the cost of engaging management consultants to achieve a similar result. In this way an undesirable fraud shock became an opportunity to terminate under-performing staff, improve internal controls, and increase the retailer's profitability.

The Innovation Delusion: How Our Obsession with the New Has Disrupted the Work That Matters Most

The Innovation Delusion: How Our Obsession with the New Has Disrupted the Work That Matters Most

Leveraging management engineering and business consulting for rapid response, mitigation and recovery during a pandemic

The novel severe acute respiratory syndrome coronavirus 2, which causes coronavirus disease 2019 (COVID-19), has presented healthcare delivery challenges the world has never encountered before. Healthcare and its practitioners, while finding themselves in difficult situations, must still care for patients with emergent needs and ensure the safety and well-being of all patients and staff. At Mayo Clinic, effective navigation of the dynamic and complex situation created by COVID-19 required unique multidisciplinary collaborations to design and implement solutions quickly. Frontline care providers and staff of ancillary services and other critical healthcare functions partnered with the Department of Management Engineering and Consulting (ME&amp;C) team to organise and re-engineer operations to iteratively adapt to the dynamic ‘new normal’. Health systems engineers (HSEs) and project managers (PMs) accelerated the implementation of innovative interventions by leveraging advanced engineering and consulting frameworks, models and methods. Utilising a patient and staff-centric systems approach to align electronic systems, operational processes, staffing resources and organisational infrastructure has been invaluable for speed and effectiveness. Harnessing the promise of digital technology and advanced analytics was imperative and set the stage for a broader set of possibilities to transform healthcare. These possibilities include scaling of consumerfocused virtual services in multiple and unfamiliar settings, new assets that could be reused for future emergencies, accelerating the implementation of time-sensitive solutions, applied analytics and modelling to predict clinical, financial and community impacts and reimaging the healthcare supply chain. As more has been learned about the trajectory and management of COVID-19, the need to rapidly evolve and pivot interventions for short-, medium-, and long-term applications continues. This article addresses the unique contributions of ME&amp;C during the COVID-19 crisis and the results-oriented collaborations with staff in critical business functions. We believe that the experiences, outcomes and lessons learned through this journey are broadly transferable to other healthcare and nonhealthcare organisations.

The Importance of Seeing Your Organization as Others Do

Dave Coffaro provides strategic management consultation and executive coaching to for‐profit and nonprofit businesses. In addition, he serves as board chair for the Second Harvest Food Bank of Orange County and as a director of Members Trust Company. In this article, Dave discusses the importance of organizational self‐awareness in earning and sustaining relevance with stakeholders.

Humanising healthcare through COVID-19 and beyond

COVID-19 has transformed the world of healthcare, while acting as a catalyst for change on an unprecedented scale. Healthcare and hospital leaders have had to reinvent processes and develop new solutions to combat the virus and adapt to the new reality. In this paper, healthcare brand strategists and management consultants explore how the pandemic has driven innovation that is humanising healthcare on a structural, organisational and experiential level. Drawing from a series of in-depth qualitative interviews (IDIs) conducted with healthcare experience executives across the United States during Fall 2020, this contribution outlines how the industry’s leaders are implementing strategic changes in their organisations to embrace a more empathetic, human model. Supported by the 2020 Humanizing Brand Experience report quantitative survey data from more than 25,500 healthcare consumers, readers will consider the spectrum of shifts that have occurred and will learn about why these changes are likely to stay relevant in the post-pandemic era. This paper concludes with a set of strategies and considerations, including defining strategic brand experience objectives, creating cross-functional experience coalitions, focusing leadership on important experiential areas, hiring for ‘soft skills’, including empathy and communication, aligning incentives with targeted changes, and so on. These recommendations are designed to continue building on pandemicdriven management and leadership innovations in order to foster improved healthcare experiences for consumers, physicians and employees.

CONSULTING ACTIVITIES OF INTERNATIONAL COMPANIES

The article analyzes the features of consulting activities of international companies. It is noted that modern economic trends are formed in the context of the knowledge economy, which has become the dominant characteristic of all socially and economically developed countries. One of the prerequisites for the development of the intellectual potential of the country's enterprises is the formation of an effective organizational and economic mechanism for consulting companies, which should help increase the competitiveness of customers by improving the quality of consulting services. The purpose of the study is to analyze the features of development and operation of international consulting companies in the global economy. Consulting is important given the development of the modern business environment both in Ukraine and in the world as a whole. This is one of the most dynamic activities that is developing rapidly. The authors emphasize that the peculiarities of the functioning of the management consulting market in general are determined by the specifics of the product itself - a consulting service, an intellectual product that remains at the disposal of the client after the consultation. The article highlights the factors that cause the growth of demand for consulting services. The criteria for classification of consulting services are outlined. There is a “Big Four” of consulting companies around the world. In total, there are about 1720 companies in the world specializing in management consulting. The article presents the results of the analysis of the services structure offered by the 40 largest management consulting firms. It is emphasized that one of the important sources of development of international consulting companies is an intellectual resource, which is expressed in the ability to generate ideas, use internal resources, ability to innovate, maintain a competitive position, optimal use of the business entity and more. Thus, the factors that determine the success of a consultant in an international consulting company are identified. It is emphasized that the specific conditions of international consulting activities dictate certain features that affect the personnel management system. In conclusion, we can say that consulting is a systematized set of knowledge on the provision of high quality consulting services by consulting companies to customers. Intellectual knowledge may not be the property of the company, but it takes the form of renting or leasing from staff. The purpose of the consulting company is their accumulation and development, so the basis of personnel policy of the consulting company is the method of corporate knowledge management.