"Musica adattata allintelligenza ed alle esigenze del pubblico" : Giuseppe Verdi, Errico Petrella, and their Audience

As we shall see, the two composers can be understood as opposites in many respects. While some superficial details of Verdis style were imitated by contemporary operatic composers, Verdi should be understood as exceptional, as pursuing a unique path amidst the Italian opera of his time. Rather than imitating either the concision of Verdis operas or their even more striking dramatic intensity, Petrella and most other Italian composers of the period instead downplayed these elements and sought instead to develop melodic appeal above all

Consultant supported ERP implementation – a learning opportunity?

Management consultants are often described as accumulators, generators and disseminators of knowledge in the business world. Little research has however been devoted to the extent to which and the processes by which organizations hiring management consultants learn. This issue is addressed in the current paper based on a study of a consultant-supported ERP (Enterprise Resource Planning) implementation project. It is concluded, that projects in which consultants and employees of the hiring organization interact extensively provide large opportunities for individual learning. This learning is facilitated by the braking down of organizational boundaries in the improvement project, enabling open and intense interaction. Tensions were however observed between the improvement project and employees in day-to-day operations. The collaboration in this interface was more strained and thus impeded learning and knowledge creation within the day-to-day business. These barriers between the improvement project and the daily operations were created by the same forces that created the open atmosphere between consultants and client personnel in the project.Management Consulting; Learning; Knowledge transfer; ERP implementation

Boundaryless Management - Creating, transforming and using knowledge in inter-organizational collaboration. A literature review

Current literature on organizations often argues that firms are becoming increasingly dependent on knowledge residing outside their own boundaries requiring organizations to increase their entrepreneurial abilities and make their boundaries more flexible and permeable. This paper reviews the literature on what might be called interorganizational knowledge work. Implied in this focus is an assumption of clear organizaitonal boundaries. Rather than taking these boundaries and their importance for granted, the current review, however, aims at relativizing these boundaries. By focusing the empirical phenomenon of collaboration between individuals in different organizations, four different streams of literature with different constructions of the organizational boundary and its importance were identified: the literature on learning in alliances and joint ventures, the literature on collaboration in industrial networks, the literature on social networks and communities of practice and finally the literature on geographical clusters and innovation systems. The above four streams of the literature are reviewed with a special focus on the following three questions: 1. What is the role of (organizational) boundaries in interorganizational knowledge work? 2. What do we know about how these boundaries can be overcome? 3. What are the implications for managing interorganizational knowledge work spelled out in the literature?Interorganizational collaboration; Knowledge Management; Literature review

The construction of global management consulting - a study of consultancies’ web presentations

Management consulting increasingly appears as a global endeavour as reflected in the increasing dominance of a few large, global management-consulting firms. However, features of the consulting service (e.g. its immaterial and interactional character) as well as aspects of management (e.g. its cultural anchoredness) highlight the locality of management consulting. In this paper we approach this tension between the global and the local by seeing consulting as involving the creation of generalised myths. More specifically, we ask the question: How do global consulting companies construct the viability and desirability of their services? Based on a view of management consultants as mythmakers, we study the argumentation on corporate web sites of four leading global consultancies in five different countries. Applying a framework based on the sociology of translation, we analyze the translation strategies used in making the service of global consultancies both viable and indispensable. We find that the need for consultants is to a large extent constructed through defining management as an expert activity, thus creating a need for external advisors possessing globally applicable expert knowledge. In this effort, the consultants ally with three widely spread rationalized managerial myths – the rationality myth, the globalization myth and the universality myth. We conclude, that global consulting firms are actively involved in creating and reinforcing the very same institutions, which are the prerequisites for their future success.management consulting; globalization; myth making

Between exploitation and control – Clients’ conceptions of the consultant-client relationship

During the past years, the use of management consultants has increased significantly, giving managers repeated experiences of both hiring and working with them. In an effort to understand the managers’ use of management consultants, this paper sets out to investigate managers’ conceptions of management consultants, as they are assumed to influence how consultants are used and managed. Based on the study of ten managers, four conceptions of management consultants, their roles and how they should be managed were identified, representing four different kinds of buyers of consulting services – the disappointed buyer, the trustful buyer, the strong buyer and the instrumental buyer. These conceptions and their relations to the three types of buyers found in the literature are discussed, showing that the instrumental buyer is a “new” type with no equivalent in the literature. The paper ends with a discussion of possible explanations for the distribution of the conceptions over the ten studied managers, where seven of them could be categorized as strong or instrumental buyers, and what implications this may have on how management consultants are used.Management Consulting; client; purchasing

The construction of global management consulting - a study of consultancies’ web presentations

Management consulting increasingly appears as a global endeavour as reflected in the increasing dominance of a few large, global management-consulting firms. However, features of the consulting service (e.g. its immaterial and interactional character) as well as aspects of management (e.g. its cultural anchoredness) highlight the locality of management consulting. In this paper we approach this tension between the global and the local by seeing consulting as involving the creation of generalised myths. More specifically, we ask the question: How do global consulting companies construct the viability and desirability of their services? Based on a view of management consultants as mythmakers, we study the argumentation on corporate web sites of four leading global consultancies in five different countries. Applying a framework based on the sociology of translation, we analyze the translation strategies used in making the service of global consultancies both viable and indispensable. We find that the need for consultants is to a large extent constructed through defining management as an expert activity, thus creating a need for external advisors possessing globally applicable expert knowledge. In this effort, the consultants ally with three widely spread rationalized managerial myths – the rationality myth, the globalization myth and the universality myth. We conclude, that global consulting firms are actively involved in creating and reinforcing the very same institutions, which are the prerequisites for their future success.management consulting; globalization; myth making

Oper als symbolische Kommunikation : höfisches Musiktheater im ethnologischen Blick

Hier soll anhand einiger Beispiele aus der Geschichte der Münchner Hofoper der 1680er Jahre während der Regentschaft von Kurfürst Max Emanuel ein Perspektivwechsel vorgeschlagen werden. Dieser soll dazu dienen, der Anregung des Kulturhistorikers Peter Burke nachzukommen, dass man weniger versuchen solle, herauszufinden, "wie etwas wirklich war", sondern wie etwas die Zeitgenossen interpretiert haben. Einbezogen werden soll dabei eine Praxis des Fremdmachens, die sich in den letzten Jahren in zahlreichen Disziplinen bewährt hat und die oft als >ethnologischer Blick< bezeichnet wird

Italien und die Opéra comique um die Mitte des 19. Jahrhunderts

Eine Untersuchung der Rezeption der Opera comique in Italien mag auf den ersten Blick wenig ertragreich erscheinen. Während ihre Werke im übrigen Europa die Bühnen beherrschten, konnten sie sich hier nie recht im Repertoire etablieren. Wiederholt wurden Versuche unternommen, dies zu ändern; belegt sind immer wieder Vorstellungsserien einzelner Werke, in der Regel mit Rezitativen und in italienischer Übersetzung. Kurzzeitig gab es sogar lokale Aufführungstraditionen, aber von einer auch nur annähernd flächendeckenden Verbreitung konnte nicht die Rede sein. Eines von vielen gescheiterten Experimenten war das Gastspiel einer französischen Theatertruppe im Teatro dAngennes in Turin - wo eine Tradition französisch- sprachigen Theaters bestand - im Frühjahr 1858, wobei Operas comiques in Originalsprache und mit gesprochenen Dialogen gespielt wurden. Wegen wirtschaftlicher Erfolglosigkeit fand das Unternehmen ein vorzeitiges Ende

Antonio Ghislanzoni ed Errico Petrella

Antonio Ghislanzoni conta indubbiamente tra i rappresentanti di rdievo dei librettisti italiani dellottocento. Attraverso documenti dellepoca, questo contributo intende gettare luce sulla sua collaborazione con Errico Petrella (1813-1 877), un contemporaneo di Giuseppe Verdi e, dopo questi, probabilmente loperista più in voga del periodo compreso tra il 1850 e il 1870. Seppure Ghislanzoni avesse elaborato gii precedentemente alcuni libretti, egli divenne noto al grande pubblico in realtà solo con i lavori per Petrella, allepoca assai popolare, e in particolare owiamente con il libretto tratto da "I promessi sposi". Grazie alla collaborazione con Verdi, che risale al medesimo periodo, la sua notorietà crebbe ulteriormente