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Stubbs 'Managing' Consultancy: Charisma, competence and translation in transnational spaces

Stubbs 'Managing' Consultancy: Charisma, competence and translation in transnational spaces

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Published by Paul Stubbs
Paper for American Anthropological Association Annual Meeting, Montreal, Canada, November 2011
Paper for American Anthropological Association Annual Meeting, Montreal, Canada, November 2011

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Published by: Paul Stubbs on Nov 05, 2011
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11/06/2011

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Managing
Consultancy?:Charisma, Competence and Translationin Transnational Spaces
 
Paul Stubbs
1
 
 The Institute of Economics, Zagreb, Croatia 
American Anthropological Association Annual Meeting 2011, Montreal, Canada19 November 2011IGAPP Session 5-0230

 
Draft: Please do not quote or circulate without permission
1
Correspondence: Dr. Paul Stubbs, Senior Research Fellow, The Institute of Economics, Zagreb, Trg. J.F. Kennedyja 7, Hr-10000 Zagreb, Croatia. Telephone: +385 1 23 62 239 eMail: pstubbs@eizg.hr 
 
1
ABSTRACT
This paper explores the nature of time-

internationaldevelopment projects, programmes and strategic support, exploring the relationship betweencharismatic and competence-based claims to expertise and authority in transnational consultancyencounters. The paper questions a rather limited and linear notion that external consultancy

processes of persuasion, intermediation, and translation. It explores the ways in which consultants

themselves

e

de range of relationships and activities,in terms of impressions and reputation. Through four case studies forming a critical reflexiveethnography based on t

South East Europe, thesuggestion is that the management and ownership of consultancy processes is a complex, contestedand discursive process, akin to a drama, in which situated encounters involving diverse actors andactants, play a much greater role than might be assumed. The implications for research movingbeyond (auto)ethnography are also addressed.
 
2
A shepherd was herding his flock in a remote pasture when suddenly a brand-new BMW advanced out of thedust cloud towards him. The driver, a young man in a Broni suit, Gucci shoes, Ray Ban sunglasses and YSL tie,leaned out the window and asked the shepherd... "If I tell you exactly how many sheep you have in your flock,will you give me one?" The shepherd looked at the man, obviously a yuppie, then looked at his peacefullygrazing flock and calmly answered "sure".The yuppie parked his car, whipped out his IBM ThinkPad and connected it to a cell phone, then he surfed to aNASA page on the internet where he called up a GPS satellite navigation system, scanned the area, and thenopened up a database and an Excel spreadsheet with complex formulas. He sent an email on his Blackberryand, after a few minutes, received a response. Finally, he prints out a 130-page report on his miniaturizedprinter then turns to the shepherd and says, "You have exactly 1586 sheep." "That is correct; take one of thesheep" said the shepherd. He watches the young man select one of the animals and bundle it into his car.Then the shepherd says: "If I can tell you exactly what your business is, will you give me back my animal?", "OK,why not." answered the young man. "Clearly, you are a consultant." said the shepherd. "That's correct." saysthe yuppie, "but how did you guess that?" "No guessing required" answers the shepherd. "You turned up herealthough nobody called you. You want to get paid for an answer I already knew, to a question I never asked,and you don't know crap about my business... Now give me back my dog."http://daveola.com/Resume/Joke.html (accessed 24 October 2011)
INTRODUCTION: Conceptualising Consultancy
The text above is one of the best

I first heard it when told by the co-owner of a UK-based consultancy company (CC) in aworkshop in Bosnia-Herzegovina. Th

 

maintaining the legitimacy of consultancy. This paper starts from the observation thatconsultancy in general, and transnational development consultancy in particular, is always

nge of relationships and activities.An emerging literature on transnational consultancy, much as a wider literature oninternational organisations, tends to see it as, either, all-powerful or, conversely, ratherlimited in power in the context of national and locally embedded social relations. Renderingconsultancy contextual, conjunctural and paradoxical, may seem like a trivial endeavour.

privileged

in specific situations
 
or territorialized in
assemblages

, emphasis in original).One part of this concerns the relationship between
charismatic
and
competence-based
 claims to expertise and authority in transnational consultancy encounters. There is a need to

(Weber, 1958)
 
traditional;charismatic; and rational-legal
 
in the context of transnational encounters in whichcontradictory, contested and

place.

acement and reappropriation of expertise, under the impact of 

-59) is found most acutely intransnational consultancy, as a site of the exercise of agency in emerging and flexible spacesof governance, authority, and rule


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