Consulting as a liminal space
Consulting as a liminal space
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DOI：
10.1177/0018726703056003612
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发表时间：
2003-03-01
期刊：
影响因子：
5.7
通讯作者：
Mazza, C
中科院分区：
文献类型：
--
作者：
Czarniawska, B;Mazza, C
越来越多的管理咨询文献将咨询师视为管理的盟友，处于临时的权力位置。本文试图通过假设咨询作为一个阈空间的隐喻来补充这一观点。限制是一种情况下，通常的做法和秩序被暂停，并取代新的仪式和仪式。我们建立在阿诺德货车热内普和维克托特纳的人类学分析，寻找理论支持的阈限的想法，适用于咨询活动。本文是根据我们作为顾问和观察员的经验编写的。它收集了我们和我们遇到的其他顾问的在职反思。这些与会者的意见支持这样的建议，即咨询可以作为顾问及其客户组织的一个门槛空间。
The growing literature on management consulting views consultants as allies of management, in temporary positions of power This article attempts to complement this perspective by assuming a metaphor of consulting as a liminal space. Liminality is a condition where the usual practice and order are suspended and replaced by new rites and rituals. We build on the anthropological analyses of Arnold van Gennep and Victor Turner to find theoretical support for the idea of liminality as applied to the consulting activity. This article is based on our experience as consultants and observers. It collects on-the-job reflections - ours and those of other consultants we have met. These participating observations support the suggestion that consulting can be represented as a liminal space for both consultants and their client organizations.