Kimberly Chong completed her PhD in the Department of Anthropology at the London School of Economics and is a co-investigator of the Emotional Finance Project at University College London. Her doctoral thesis examined the practices and logics of financialisation being propagated by a global management consultancy in contemporary China and was funded by the (UK) Economic and Social Research Council. As part of this research she carried out 16 months of fieldwork inside the China arm of one of the world’s major consultancies and interviewed over 80 China-based professionals in the consulting and outsourcing industries. More recently she has carried out research on financial decision-making, including ethnographic fieldwork of fund management conferences in the UK. Trained in economics, sociology, and social anthropology, Kimberly advocates an interdisciplinary human-centred approach to understanding economic processes and behaviours. Her research interests include financialisation, forms of economic knowledge, China’s market economy, the role of narratives and heuristics in financial markets, and science and technology studies.
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What Do Management Consultants Do?
Most of us probably think of management consultancy as a technocratic function, helping companies fix internal problems in order to become more productive. But Institute for New Economic Thinking grantee Kimberley Chong thinks about it in a different way, by viewing management consultancy through the lens of cultural anthropology.