The growing literature on management consulting views consultants as allies of management, in temporary positions of power. This article attempts to complement this perspective by assuming a metaphor of consulting as a liminal space. Liminality is a condition where the usual practice and order are suspended and replaced by new rites and rituals. We build on the anthropological analyses of Arnold van Gennep and Victor Turner to find theoretical support for the idea of liminality as applied to the consulting activity. This article is based on our experience as consultants and observers. It collects on-the-job reflections - ours and those of other consultants we have met. These participating observations support the suggestion that consulting can be represented as a liminal space for both consultants and their client organizations.
Laboratory studies, especially those by Latour and Woolgar (1979/1986) and Knorr Cetina (1981) have proved to be an invaluable source of inspiration for students of organizing. Laboratories, however, are primarily reminiscent of simple factories, an organization form that is no longer central in today’s world of work organizations. Two aspects of factory-like organizing are problematized in this paper: the dominance of chronological time and the existence of centers of calculation. Complementing these aspects with kairotic time and dispersed calculation will bring the two types of studies even closer. Such a rapprochement will allow for the adjustment of methodological approaches in studies of organization in a way similar to that dominant in SST (studies of science and technology) research. Two such changes are suggested: the study of action nets rather than organizations as study objects, which require the reversal of the time perspective; and the use of mobile ethnologies, facilitating study of the life and work of people who move around a great deal.
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