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Unpacking the Client(s): Constructions, Positions and Client-Consultant Dynamics

Author

Listed:
  • Alvesson, Mats

    (Department of Business Administration, School of Economics and Management, Lund University)

  • Kärreman, Dan

    (Department of Business Administration, School of Economics and Management, Lund University)

  • Sturdy, Andrew

    (Warwick Business School)

  • Handley, Karen

    (Oxford Brookes University)

Abstract

Increasing attention is being given to professional services in organisation and management theory. Whether the focus is on organisational forms or service processes such as knowledge transfer, the role of clients is often seen as central. However, typically, clients continue to be presented in a largely static, pre-structured and even monolithic way. While some recognition is given to the diversity of organisational clients and, to a lesser extent, individual clients, little attention has been given to the process by which 'the client' is actively constructed, negotiated and contested by actors. This process generates changing and multiple client positions according to different interpretive logics. Drawing on different research projects on management consultancy, we argue that what is meant by the client cannot be taken for granted. Rather, the notion of 'the client' is (inter)actively-produced, dynamic and potentially heterogeneous. This has implications for our understanding of management consultancy and professional services as well as client-consultant dynamics, including ways in which they share knowledge, develop relationships and engage in project activities.

Suggested Citation

  • 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.
    • Handle: RePEc:hhb:lufewp:2006_006
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    References listed on IDEAS

    as
    1. Paul R. Carlile, 2004. "Transferring, Translating, and Transforming: An Integrative Framework for Managing Knowledge Across Boundaries," Organization Science, INFORMS, vol. 15(5), pages 555-568, October.
    2. Schein, Edgar H., 1997. "The concept of client from a process consultation perspective : a guide for change agents," Working papers WP 3946-97., Massachusetts Institute of Technology (MIT), Sloan School of Management.
    3. 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.
    Full references (including those not matched with items on IDEAS)

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