Silence, procrustes and colonization: A response to Clegg et al.'s 'noise, parasites and translation: Theory and practice in management consulting'

The article by Clegg, Kornberger and Rhodes in March 2004’s issue of Management Learning is a refreshing and welcome contribution to an otherwise largely sterile, atheoretical and overly prescriptive literature on management consulting. However, and sadly, it stops very short of offering a critique...

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Main Authors: STURDY, Andrew, CLARK, Timothy Adrian Robert, FINCHAM, Robin, HANDLEY, Karen
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Language:English
Published: Institutional Knowledge at Singapore Management University 2004
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Online Access:https://ink.library.smu.edu.sg/lkcsb_research/6278
https://ink.library.smu.edu.sg/context/lkcsb_research/article/7277/viewcontent/Silence_Procrustes_Clegg_2004_av.pdf
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spelling sg-smu-ink.lkcsb_research-72772019-09-20T04:01:03Z Silence, procrustes and colonization: A response to Clegg et al.'s 'noise, parasites and translation: Theory and practice in management consulting' STURDY, Andrew CLARK, Timothy Adrian Robert FINCHAM, Robin HANDLEY, Karen The article by Clegg, Kornberger and Rhodes in March 2004’s issue of Management Learning is a refreshing and welcome contribution to an otherwise largely sterile, atheoretical and overly prescriptive literature on management consulting. However, and sadly, it stops very short of offering a critique and therefore generating substantially novel insights into this phenomenon. Also, and despite the authors’ assertions otherwise, it ends up celebrating consultancy as a privileged arena in achieving what is described as radical change, but what is, in effect, typically a reinforcement of existing power relations and of managerialism and its associated language.This response comes from a position that is, in many respects, empathetic with that expressed in the article. Consulting can indeed readily be seen as an activity through which theory serves ‘as a means by which practice can be interrupted and transformed . . . disturb(ing) organizational realities’ (p. 32) by creating ‘noise’. Moreover, this ‘parasitic’ process is not so much one of creating a new order as one of translation, which combines both ‘difference and repetition’ as it mediates linguistically between different ‘systems’, especially those of the client and consulting organization (p. 39). Indeed, others have presented a similar picture where consultants occupy what appears to be a special place in postmodern thinking— liminality (Clark and Mangham, 2004; Czarniawska and Mazza, 2003). 2004-09-01T07:00:00Z text application/pdf https://ink.library.smu.edu.sg/lkcsb_research/6278 info:doi/10.1177/1350507604045610 https://ink.library.smu.edu.sg/context/lkcsb_research/article/7277/viewcontent/Silence_Procrustes_Clegg_2004_av.pdf Research Collection Lee Kong Chian School Of Business eng Institutional Knowledge at Singapore Management University Organizational Behavior and Theory
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic Organizational Behavior and Theory
spellingShingle Organizational Behavior and Theory
STURDY, Andrew
CLARK, Timothy Adrian Robert
FINCHAM, Robin
HANDLEY, Karen
Silence, procrustes and colonization: A response to Clegg et al.'s 'noise, parasites and translation: Theory and practice in management consulting'
description The article by Clegg, Kornberger and Rhodes in March 2004’s issue of Management Learning is a refreshing and welcome contribution to an otherwise largely sterile, atheoretical and overly prescriptive literature on management consulting. However, and sadly, it stops very short of offering a critique and therefore generating substantially novel insights into this phenomenon. Also, and despite the authors’ assertions otherwise, it ends up celebrating consultancy as a privileged arena in achieving what is described as radical change, but what is, in effect, typically a reinforcement of existing power relations and of managerialism and its associated language.This response comes from a position that is, in many respects, empathetic with that expressed in the article. Consulting can indeed readily be seen as an activity through which theory serves ‘as a means by which practice can be interrupted and transformed . . . disturb(ing) organizational realities’ (p. 32) by creating ‘noise’. Moreover, this ‘parasitic’ process is not so much one of creating a new order as one of translation, which combines both ‘difference and repetition’ as it mediates linguistically between different ‘systems’, especially those of the client and consulting organization (p. 39). Indeed, others have presented a similar picture where consultants occupy what appears to be a special place in postmodern thinking— liminality (Clark and Mangham, 2004; Czarniawska and Mazza, 2003).
format text
author STURDY, Andrew
CLARK, Timothy Adrian Robert
FINCHAM, Robin
HANDLEY, Karen
author_facet STURDY, Andrew
CLARK, Timothy Adrian Robert
FINCHAM, Robin
HANDLEY, Karen
author_sort STURDY, Andrew
title Silence, procrustes and colonization: A response to Clegg et al.'s 'noise, parasites and translation: Theory and practice in management consulting'
title_short Silence, procrustes and colonization: A response to Clegg et al.'s 'noise, parasites and translation: Theory and practice in management consulting'
title_full Silence, procrustes and colonization: A response to Clegg et al.'s 'noise, parasites and translation: Theory and practice in management consulting'
title_fullStr Silence, procrustes and colonization: A response to Clegg et al.'s 'noise, parasites and translation: Theory and practice in management consulting'
title_full_unstemmed Silence, procrustes and colonization: A response to Clegg et al.'s 'noise, parasites and translation: Theory and practice in management consulting'
title_sort silence, procrustes and colonization: a response to clegg et al.'s 'noise, parasites and translation: theory and practice in management consulting'
publisher Institutional Knowledge at Singapore Management University
publishDate 2004
url https://ink.library.smu.edu.sg/lkcsb_research/6278
https://ink.library.smu.edu.sg/context/lkcsb_research/article/7277/viewcontent/Silence_Procrustes_Clegg_2004_av.pdf
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