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Partners and plagiarisers: dualities in consultants’ influence on organisational change projects

David Shaw (Department of Human Resources and Organisational Behaviour, University of Greenwich, London, UK)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 7 January 2019

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Abstract

Purpose

The purpose of this paper is to examine the interplay between the requirements for successful organisational change and the imperatives faced by management consultancy firms in running successful businesses, and how this interplay affects the ways in which management consultants influence organisational change projects.

Design/methodology/approach

The paper reviews literature on management consultancy and organisational change over the past 30 years to identify insights into this issue.

Findings

The paper shows that business imperatives faced by management consultancy firms affect the ways in which consultants influence organisational change projects. It shows how management consultants aspire to form strategic partnerships with their clients in order to win profitable business, and to plagiarise established organising practices and change management methods in defining their services in order to manage their costs. It illustrates how these aspirations give rise to a number of dualities that consultants face in undertaking organisational change projects.

Originality/value

Only limited research has been carried out into the ways in which the business imperatives of management consultancy firms interact with the requirements for successful organisational change in shaping the influence that management consultants have on organisational change projects. This paper demonstrates the significance of this issue and suggests directions for future research into it.

Keywords

Acknowledgements

The author thanks Professor David Gray of the University of Greenwich, who provided extensive comments on early drafts of this paper.

Citation

Shaw, D. (2019), "Partners and plagiarisers: dualities in consultants’ influence on organisational change projects", Journal of Organizational Change Management, Vol. 32 No. 1, pp. 51-66. https://doi.org/10.1108/JOCM-01-2018-0011

Publisher

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Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited

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