| 000 | nam a22 7a 4500 | ||
|---|---|---|---|
| 999 |
_c524438 _d524551 |
||
| 003 | BR-BrENAP | ||
| 005 | 20230926170919.0 | ||
| 008 | 230926b xxu||||| |||| 00| 0 por d | ||
| 020 | _a9780593492673 | ||
| 040 |
_aBR-BrENAP _bPt_BR |
||
| 041 | _aeng | ||
| 090 |
_a361.615 _bM4782b |
||
| 100 | 1 |
_aMazzucato, Mariana _967987 |
|
| 245 | 1 | 4 |
_aThe big con : _bhow the consulting industry weakens our businesses, infantilizes our governments, and warps our economies / _cpor Mariana Mazzucato e Rosie Collington. -- |
| 260 |
_aNova York, EUA : _bPenguin Press, _c2023. |
||
| 300 | _a338 p. | ||
| 505 | 8 | 0 |
_tAcknowledgments _t1. Introduction: The Big Con--A Confidence Trick _tIn every room _tSurfing capitalism's trends _tUnlearning by not doing _t2. What Is the Consulting Industry? _tA taxonomy _tMeet the consultants _tThe scale of consulting _tGetting in the room _tInterrogating the omnipresence _t3. Where Consulting Came From: A Brief History _tWhen consultants counseled _tFrom engineering to the matrix _tConsulting by numbers _tShaping post-war capitalism _tNeoliberalism's opportunities _tPrivatization and the growth of consulting giants _tConsultants without borders _tLucrative transitions _tTaming a Goliath? _t4. The Outsourcing Turn: Government by Consultancy and the Third Way _tContracts at sacle and scope _t"Reinventing" government _tWho contracts the contractors? _tDigital-era outsourcing _tConsulting the financial crisis _tContracting for austerity _tAuditing the outsourcers _t5. The Big Confidence Trick: Consultology and Economic Rents _tWhy bring in the consultants? _tExtracting rents _tThe best and brightest _tTalent drain _tCase-savvy and PowerPoint-ready _tQuasi-academia and fast fashions _tRubber stamping _t6. Evading the Risks, Reaping the Rewards: The Business Model _tConsulting risk _tThe art of limited liability _tShareholder value in public firms _tRisk shifts after acquisitions _t7. Infantilizing Organizations: When Learning Is Undermined Across Government and Business _tExtortionate costs for likely failures _tHow do organizations learn? _tLearning from consultants? _tBeyond budgets: The consequences for future learning _tCapture by brochuremanship _t"Cronyism" and incapacity _tSkeletonizing business _tApotheosis: Betting on management, stripping out science _t8. Colliding Interests: Consultancies and Democracy _tPrivatizing bankruptcy, avoiding blame _tBoth sides of the street? _tPoachers and gamekeepers _tHidden capital, minimized taxes _tArresting development _tBargaining against labor _tDemocracy dies in the shadow government _t9. Climate Consulting: An Existential Threat? _tThe turning point _tThe dawn of climate consulting _tA brief history of (market-driven) climate governance _tManipulating models _tConflicting interests: Running democracy on fumes _tResisting accountability: The case of ESG _tFuture-proofing: Commitment with action _t10. Conclusion: A Government That Rows So It Can Steer _tInnovating from within _tA government that so it can steer _tBibliography _tNotes _tIndex |
| 650 | 0 |
_aSetores Público e Privado _968404 |
|
| 650 | 0 |
_aIndústria de Consultoria _968407 |
|
| 650 | 0 |
_aResponsabilidade Corporativa e Política _968406 |
|
| 700 | 1 |
_aCollington, Rosie _968408 |
|
| 909 |
_a202309 _bRaynara |
||
| 942 | _cG | ||