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When Transparency Falters: Agency-Theory Lessons from a Human Resources Consultancy Project

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  • Norville-Rochester Cathy
  • Olivet Hinds C.

Abstract

This study explores principal–agent conflict’s contribution to client opacity in consulting engagements. Employing both a qualitative case study and reflective analysis, the study draws on the experiences of two lead consultants over the course of a two-year assignment with a public-interest client organisation. The findings indicate that the client’s withholding of key information delayed the project, reduced team engagement and hindered the co-creation process. The study pinpoints the main factor behind these harmful effects and considers its implications for future consultancy practice. The study makes a significant contribution to the literature on client transparency through its practical recommendations for how to bolster client– consultant collaboration in the face of agency problems.

Suggested Citation

  • Norville-Rochester Cathy & Olivet Hinds C., 2026. "When Transparency Falters: Agency-Theory Lessons from a Human Resources Consultancy Project," Management Consulting Journal, Sciendo, vol. 9(1), pages 22-35.
    • Handle: RePEc:vrs:mancon:v:9:y:2026:i:1:p:22-35:n:1003
    DOI: 10.2478/mcj-2026-0003
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    References listed on IDEAS

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    1. Hartnett, Elizabeth J. & Daniel, Elizabeth M. & Holti, Richard, 2012. "Client and consultant engagement in public sector IS projects," International Journal of Information Management, Elsevier, vol. 32(4), pages 307-317.
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