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Take the money and run? Organisational boundaries and consultants' roles

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  • Jim Kitay
  • Christopher Wright

Abstract

Criticisms of management consultants are increasingly common, but are also frequently based on simplistic assertions that powerful consultants exploit uncertain or ignorant clients. We argue that considerable insight to the tensions between consultants and clients can be gained by focusing on the boundary relationship between them. Using the work of Granovetter, we explore how organisational boundaries vary in their permeability. Consultant roles vary from that of ‘outsider’, based on simple market exchange of payment for advice or service, to ‘insider’, in which a web of social ties develops in what are often long-lasting relationships. Although criticisms of consultants are sometimes based merely on misunderstanding the nature of these roles, we argue that tensions frequently arise through the activities of both consultants and clients in terms of their boundary relationships.

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  • Jim Kitay & Christopher Wright, 2004. "Take the money and run? Organisational boundaries and consultants' roles," The Service Industries Journal, Taylor & Francis Journals, vol. 24(3), pages 1-18, May.
    • Handle: RePEc:taf:servic:v:24:y:2004:i:3:p:1-18
    DOI: 10.1080/0264206042000247731
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    Cited by:

    1. Heusinkveld, Stefan & Visscher, Klaasjan, 2012. "Practice what you preach: How consultants frame management concepts as enacted practice," Scandinavian Journal of Management, Elsevier, vol. 28(4), pages 285-297.
    2. Alvesson, Mats & Kärreman, Dan & Sturdy, Andrew & Handley, Karen, 2006. "Unpacking the Client(s): Constructions, Positions and Client-Consultant Dynamics," Working Paper Series 2006/6, Lund University, Institute of Economic Research.
    3. Yvette Taminiau & Julie Ferguson & Christine Moser, 2016. "Instrumental client relationship development among top-ranking service professionals," The Service Industries Journal, Taylor & Francis Journals, vol. 36(15-16), pages 789-808, December.
    4. Rajneesh Chowdhury, 2023. "Methodological Flexibility in Systems Thinking: Musings from the Standpoint of a Systems Consultant," Systemic Practice and Action Research, Springer, vol. 36(1), pages 59-86, February.
    5. Yvette Taminiau & Julie E. Ferguson, 2015. "From purists to players? How service industry professionals develop social skills for informal client relationships," International Journal of Management Concepts and Philosophy, Inderscience Enterprises Ltd, vol. 9(1), pages 40-62.
    6. Pauline Jas, 2013. "The role of interim managers in performance improvement: evidence from English local authorities," Public Money & Management, Taylor & Francis Journals, vol. 33(1), pages 15-22, January.
    7. Svenja Keele, 2019. "Consultants and the business of climate services: implications of shifting from public to private science," Climatic Change, Springer, vol. 157(1), pages 9-26, November.
    8. Iuan-Yuan Lu & Teng-Hu Su & Ing-Chung Huang, 2009. "Consulting knowledge and organisation's absorptive capacity: A communication chain perspective," The Service Industries Journal, Taylor & Francis Journals, vol. 30(12), pages 2007-2022, June.

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