Strategisches Verhalten in der Berater-Klienten-Interaktion

Kauffeld, Simone; Jonas, Eva; Schneider, Henrike

doi:10.1007/978-3-531-91899-0_7

Cited by 5 publications

(1 citation statement)

References 22 publications

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“…This is in line with other typical agency problems, such as hidden actions [opportunistic behavior of the consultant] or hidden characteristics [inadequate expertise and capabilities of the consultant] [97]. Even more, studies have shown that clients regularly assume that consultants also pursue their own strategic goals during the engagement [101]. Figure 2 outlines the capture of essential influencing factors for the quality of the consultant-client relationship based on the framework of the Structuration Theory.…”

Section: Legitimation and Sanctioning Consequences: Uncertainty In Comentioning

confidence: 77%

Portraying the Social Dimensions of Consulting with Structuration Theory

Mauerer¹,

Nissen²

2014

JSSM

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In this paper, we argue that the consultant-client relationship is of central importance for consulting engagements. The paper therefore outlines the social dimensions that are inherent in the consulting system due to its characteristics that create social complexity. To gain further insights into the social interaction scheme and dynamics of consulting projects, a conceptualization based on an appropriate theoretical model is required. We propose to utilize the Structuration Theory for the compilation of the social context of consulting, as this provides a framework for incorporating the social determinants, focuses on actions of human-beings, and additionally allows the identification of interrelated dependencies of structure and actions.

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Section: Legitimation and Sanctioning Consequences: Uncertainty In Comentioning

confidence: 77%