Reflections on the Client—Consultant Relationship: Challenges and Opportunities in a Context of Organisational Change

Abstract

This paper investigates the determinants of success of the client-consultant relationship from the consultant's point of view. Ten consultants from various fields (e.g. change management, information technology, etc.) based in the province of Quebec in Canada were interviewed. They were asked to comment on issues relating to their roles in the consultancy project, expectations, and the determinants of success of the client–consultant relationship. Interview data were analysed using an interpretive frame. The research findings reveal that consultants perceive their contribution and role positively and perceive themselves as change agents and knowledge transmitters. Trust, active communication, and shared feedback were identified as the major determinants of success of the client–consultant relationship. The results support and help advance earlier research findings in the management consulting field. Consultants are conscious that a long-term relationship built on trust, active communication, and shared feedback, identified as major determinants of success in the client–consultant relationship, is essential. The qualitative findings of the study add to, and help support, earlier research findings on consultants' perception of their roles and contributions within client organisations.

Role of accelerators in innovation ecosystems: The case of New Zealand

“…The main source of data collection was semi-structured interviews following similar exploratory research (e.g. Belkhodja et al, 2012; Francis-Smythe et al, 2013; Goswami et al, 2018). The interviews were conducted by the first author, and the interviewer had a set of pre-prepared questions and used these as a conversation starter to extract information with the flexibility to change the sequence if required to ask further questions in response to any significant replies (Bell et al, 2018).…”

Management consulting effectiveness: Contribution of the working alliance and the consultant’s attachment orientation.

“…Despite receiving considerable attention from scholars (Belkhodja et al, 2012; Lalonde & Gilbert, 2016; Nikolova & Devinney, 2012), the body of evidence on the client–consultant working alliance (or client–consultant relationship) remains fragmented and lacks consensus (Cerruti et al, 2019). Studies tend to be limited by a propensity to rely on exploratory perspectives (e.g., Chelliah, 2010; Mohe & Seidl, 2011) or to adopt restrictive conceptualizations focusing solely on trust (e.g., Nikolova et al, 2015; Solomonson, 2012).…”

The Diagnostic Phase of the Consultancy Cycle

“…While it is inevitable that consultants will sometimes underperform and organizations might fail to meet expectations as well, mutual trust allows both parties to resolve conflicts in approach or philosophy to ensure the maximum likelihood of success. Secondly, harmonious communication is a significant factor in maintaining the relationship (Belkhodja, et al, 2012). During the diagnostic process, consultants need clients' cooperation to carry out tasks such as database access, confidential information, and authorisation of interviews with staff.…”