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The client’s role in the consulting relationship: is there “con” in consulting?

Russell Williams (Lecturer, Dundee Graduate School of Management, Dundee Business School, University of Abertay Dundee, Dundee, Scotland)

Managerial Auditing Journal

ISSN: 0268-6902

Article publication date: 1 December 2001

2739

Abstract

Questions the simplistic cynical line on consulting as “consultobabble” sold to passive and vulnerable managers. Consultants do engage in impression management but their narrative comes from a complex interdependent client‐consultant relationship where both parties define and feed each other’s needs and identities. Moreover, the symbolic roles consultants may perform means that they – the consultants – may be “manipulated” by clients, further emphasising this complex two‐way relationship.

Keywords

Citation

Williams, R. (2001), "The client’s role in the consulting relationship: is there “con” in consulting?", Managerial Auditing Journal, Vol. 16 No. 9, pp. 519-522. https://doi.org/10.1108/EUM0000000006084

Publisher

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MCB UP Ltd

Copyright © 2001, MCB UP Limited

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