Operationalizing the Triple R: A Refined Framework for Consulting Engagement and Evaluation
By: Dina Eltabey
References
- Christensen, C.M., Wang, D. and van Bever, D. (2013) ‘Consulting on the cusp of disruption’, Harvard Business Review, 91(10), pp. 106–114.
- Henningsson, S. and Ketokivi, M. (2018) ‘Actionable knowledge’, Academy of Management Perspectives, 32(4), pp. 396–411.
- Kamel, D. (2025) The Triple Rs Framework of Consulting: Research, Recommendations, Rationale. How to Judge Whether a Consultant’s Advice is Worth Following. Available at SSRN: https://ssrn.com/abstract=5347754 or http://dx.doi.org/10.2139/ssrn.5347754
- Pfeffer, J. and Sutton, R.I. (2006) ‘Evidence-based management’, Harvard Business Review, 84(1), pp. 62–74.
DOI: https://doi.org/10.2478/mcj-2026-0004 | Journal eISSN: 2631-987X
Language: English
Page range: 36 - 41
Published on: Jan 30, 2026
Published by: FMR Research Ltd
In partnership with: Paradigm Publishing Services
Publication frequency: 2 issues per year
Related subjects:
© 2026 Dina Eltabey, published by FMR Research Ltd
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.