T. Saxton, THE IMPACT OF 3RD-PARTIES ON STRATEGIC DECISION-MAKING - ROLES, TIMING AND ORGANIZATIONAL OUTCOMES, Journal of organisational change management, 8(3), 1995, pp. 47
Proposes that previous discussions of strategic decision making in the
strategic management literature have not effectively addressed the ro
le of third parties including consultants. Offers three roles of third
parties, including the consultant as provocateur, legitimizer and exp
ert. Propositions are developed suggesting a contingency approach to t
he timing and role of third parties in the strategic decision-making p
rocess.