References
- Appelbaum, S.H. and Steed, A.J. (2004) ‘The client-consulting relationship: a case study of critical success factors at MQ Telecommuniques’. Journal of Business & Economics Research 2 (2): 43-56. https://doi.org/10.19030/jber.v2i2.2856.
- Badi, S., Ji, H. and Ochieng, E.G. (2021) ‘Information seeking and collaborative decision-making behaviour in consultancy project teams: a network-theoretic viewpoint’. International Journal of Productivity and Performance Management 71 (8): 3655-3682. https://doi.org/10.1108/ijppm-08-2020-0438.
- Basu, V. and Lederer, A. (2011) ‘Agency theory and consultant management in enterprise resource-planning systems implementation’. ACM SIGMIS Database 42 (3): 10-33. https://doi.org/10.1145/2038056.2038058.
- Baxter, P. and Jack, S. (2008) ‘Qualitative case study methodology: study design and implementation for novice researchers’. The Qualitative Report 13 (4): 544-559.
- Bendickson, J., Muldoon, J., Liguori, E.W. and Davis, P.E. (2016a) ‘Agency theory: background and epistemology’. Journal of Management History 22 (4): 437-449. https://doi.org/10.1108/JMH-06-2016-0028.
- Bendickson, J., Muldoon, J., Liguori, E.W. and Davis, P.E. (2016b) ‘Agency theory: the times, they are a-changin’. Management Decision 54 (1): 174-193. https://doi.org/10.1108/MD-02-2015-0058.
- Blackman, A. (2025) ‘Be guided by your moral compass’. Management Consulting Journal 8 (1). https://doi.org/10.2478/mcj-2025-0004.
- Bouwmeester, O. (2023) ‘What jokes can tell: a top five of ethical transgressions in consulting’. Management Consulting Journal 6 (1): 37-48. https://doi.org/10.2478/mcj-2023-0005.
- Da Costa, R.L., Pereira, L.F., Dias, Á.L. and Gonçalves, R. (2020) ‘Engage customers in co-creation is critical for projects’ success’. Journal of Modern Project Management 8 (4): 148-157. https://doi.org/10.19255/JMPM02405.
- Dakkoune, R., Barakat, E. and Atteia, L. (2025) ‘How to: keep your head up in public and find meaning in your consulting work’. Management Consulting Journal 8 (1): 2-3. https://doi.org/10.2478/mcj-2025-0001.
- Eisenhardt, K.M. (1989) ‘Agency theory: an assessment and review’. Academy of Management Review 14 (1): 57-74. https://doi.org/10.2307/258191.
- Hartnett, E.J., Daniel, E.M. and Holti, R. (2012) ‘Client and consultant engagement in public sector IS projects’. International Journal of Information Management 32(4): 307-317. https://doi.org/10.1016/j.ijinfomgt.2012.05.005.
- Khan, R.A. and Umer, M. (2020) ‘Impact of delays on cost of construction projects: a cross-sectional study of the Pakistani construction industry’. Mehran University Research Journal of Engineering and Technology 39 (4): 815-825. https://doi.org/10.22581/muet1982.2004.14.
- Lallier Beaudoin, M.-C., Brassard, A. and Roy, F. (2022) ‘Management consulting effectiveness: Contribution of the working alliance and the consultant’s attachment orientation’. Consulting Psychology Journal 74(1): 80–98. https://doi.org/10.1037/cpb0000221
- Malthouse, R., Watts, M. and Roffey-Barentsen, J. (2015) ‘Reflective questions, self-questioning and managing professionally situated practice’. Research in Education 94 (1): 71-87. https://doi.org/10.7227/RIE.0024.
- Mitchell, R. and Meacheam, D. (2011) ‘Knowledge worker control: understanding via principal and agency theory’. The Learning Organization 18(2): 149-160. https://doi.org/10.1108/09696471111103740.
- Osmond, J. and Darlington, Y. (2005) ‘Reflective analysis: techniques for facilitating reflection’. Australian Social Work 58 (1): 3-14. https://doi.org/10.1111/j.0312-407X.2005.00179.x.
- Parris, D.L., Dapko, J.L., Arnold, R.W. and Arnold, D. (2016). ‘Exploring transparency: A new framework for responsible business management’. Management Decision 54 (1): 222-247. https://doi.org/10.1108/MD-07-2015-0279.
- Reid, R.J. (2018). ‘Foundation transparency: Opacity — it’s complicated’. The Foundation Review 10 (1). https://doi.org/10.9707/1944-5660.1408.
- Sturdy, A., Kirkpatrick, I. and Veronesi, G. (2024) ‘Governing public sector use of external management consultancy—beyond client procurement and consultant professionalization’. Public Money & Management: 1–11. https://doi.org/10.1080/09540962.2024.2371919.
- Sweering, E. (2025) ‘Inflated expertise, deflated ethics? Navigating the ethical dilemmas of confidence versus transparency in consulting’. Management Consulting Journal 8(2): 63-68. https://doi.org/10.2478/mcj-2025-0009.
- Yin, R.K. (2003) Case study research: design and methods (3rd ed.). Thousand Oaks, CA: Sage.