Foreword -- Table of Contents -- 1. Introduction -- 1.1. Target Readership -- 1.2. Aims and Objectives -- 1.3. Outline -- Part One: Foundations -- 2. The Concept of Organizational Consultation -- 2.1. The Concept of Organization -- 2.2. The Concept of Consultation -- 2.3. The Concept of Organizational Consultation -- 3. Theory, Knowledge-Constitutive Interest and Theoretical Diversity -- 3.1. Theory and Knowledge-Constitutive Interest -- 3.2. Theoretical Diversity and Theory Selection -- 3.3. Theoretical Diversity and the Need for a Metaperspective -- Part Two: Theories of Organizational Consultation -- 4. Consultation Practice as an Interpretive Process of Mutual Role Formation (Symbolic Interactionist Approach) -- 4.1. Proponents and Key Sources -- 4.2. The Concept of Organizational Consultation -- 4.3. Key Propositions -- 4.4. Empirical Research -- 4.5. Assessment and Critique -- 4.6. Questions for Consultants -- 4.7. Questions for Clients -- 5. Consultation Practice as Social Action Based on Typical Motives and Typical Subjective Meanings (Interpretive Approach) -- 5.1. Proponents and Key Sources -- 5.2. The Concept of Organizational Consultation -- 5.3. Key Propositions -- 5.4. Empirical Research -- 5.5. Assessment and Critique -- 5.6. Questions for Consultants -- 5.7. Questions for Clients -- 6. Consultation Practice as Rational Actionin an Environment of Asymmetrical Information (Institutional Economics Approach) -- 6.1. Proponents and Key Sources -- 6.2. The Concept of Organizational Consultation -- 6.3. Key Propositions -- 6.4. Empirical Research -- 6.5. Assessment and Critique -- 6.6. Questions for Consultants -- 6.7. Questions for Clients -- 7. Consultation Practice as Staging of Impression Management (Strategic-Dramaturgical Approach) -- 7.1. Proponents and Key Sources -- 7.2. The Concept of Organizational Consultation.

7.3. Key Propositions -- 7.4. Empirical Research -- 7.5. Assessment and Critique -- 7.6. Questions for Consultants -- 7.7. Questions for Clients -- 8. Consultation Practice as Consultant's Participation in an Innovation Game(Micropolitical Approaches) -- 8.1. Proponents and Key Sources -- 8.2. The Concept of Organizational Consultation -- 8.3. Key Propositions -- 8.4. Empirical Research -- 8.5. Assessment and Critique -- 8.6. Questions for Consultants -- 8.7. Questions for Clients -- 9. Consultation Practice as Functional Interaction in Organization Systems(Functionalist Approach) -- 9.1. Proponents and Key Sources -- 9.2. The Concept of Organizational Consultation -- 9.3. Key Propositions -- 9.4. Empirical Research -- 9.5. Assessment and Critique -- 9.6. Questions for Consultants -- 9.7. Questions for Clients -- 10. Consultation Practice as Mutual Observation of Self-Referential Organization Systems (System Theoretical Approach) -- 10.1. Proponents and Key Sources -- 10.2. The Concept of Organizational Consultation -- 10.3. Key Propositions -- 10.4. Empirical Research -- 10.5. Assessment and Critique -- 10.6. Questions for Consultants -- 10.7. Questions for Clients -- 11. Consultation Practice as an Agency for other Actors and for Abstract Principles (Neo-Institutionalist Approach) -- 11.1. Proponents and Key Sources -- 11.2. The Concept of Organizational Consultation -- 11.3. Key Propositions -- 11.4. Empirical Research -- 11.5. Assessment and Critique -- 11.6. Questions for Consultants -- 11.7. Questions for Clients -- 12. Consultation Practice as Deconstruction of Language Games (Postmodern Organizational Consultation versus Postmodern Theory of Organizational Consultation) -- 12.1. Proponents and Key Sources -- 12.2. The Concept of Organizational Consultation -- 12.3. Key Propositions -- 12.4. Empirical Research -- 12.5. Assessment and Critique.

12.6. Questions for Consultants -- 12.7. Questions for Clients -- Part Three: Summary and Conclusion -- 13. Organizational Consultation: Central Perspectives and Debates -- 13.1. Notes on Theoretical Omissions -- 13.2. Central Perspectives and Debates -- 14. Bibliography.