Suchergebnisse

AbstractMembers of the Management Consultancies Association (MCA) have reported revenues of £1.11 billion for the second quarter of 2001 compared with £1.09 billion in the first quarter, a rise of 1.3%. These figures indicate that the MCA revenues are following closely the performance of the UK economy (see Table 1).Income from Management Consultancy Services (MCS) have declined by 2.1% in the period whilst IT rose by 3.1% and Outsourcing rose by 9.3%. E‐business continues to be a major driver for consultancy work. Members predict that much new work will be in the public sector and overseas.
Bruce Petter, MCA's Executive Director said,

These figures reflect a rather less optimistic picture both of MCA member revenue growth and UK economic activity.

He added that in the past MCA and MCS revenues and GDP have been closely linked.

The ability to changes is vital for corporate survival and growth and knowledge is the engine of change. While consultancy is generally accociated with the West, we belive that the Asian heritage, particularly the Confucian reverence for knowledge and teachers, make Asian intellectuals best suited for performing the consultancy role effectively. But what exactly is the role of consultancy? What are the objectives and functions? And in what areas will Asian consultants stand out? Propective Asian consultants must be able to marry Westerm and Eastern business cultures and practices. The critical factors for success asd Asian international consultants will be examined.

Cover -- Contents -- List of Tables and Figures -- Preface and Acknowledgements -- 1 'Globalization Theory' and theComplexity of Global Business -- 2 Rethinking the Transnational Firm -- 3 Global Investment Banking andManagement Consultancy -- 4 'Doing' Global Business -- 5 Global 'Glue'? Corporate Culturein a Transnational World -- 6 Conclusion - Capturing theComplexity of TransnationalBusiness -- Notes -- References -- Index.