Symbolic Functions of Consultants

Abstract

Two opposed concepts underlie most management consulting research. The first was developed in the late 1960s and was based on the assumption that the consulting process involves an expert whose function is to transfer knowledge to the staff of organisations. The second concept emerged in the early 1980s during the consulting explosion. It is more devoted to highlighting the negative impact of consulting. By this critical approach, consultants are considered as perilous symbol manipulators who can, for instance, use rhetorical symbols to persuade organisations and managers to contract their services. In the present paper, we try to demonstrate that – far from being detrimental to organisations – the symbolic function of consultants can be beneficial and enforce organisational change. We use a theoretical framework based on organisational symbolism to demonstrate that the consultants' symbolic value is essential for consultants to fulfil their symbolic functions. These functions include legitimation, signalling and sensemaking. These symbolic functions are crucial for facilitating and fostering change.

Management consulting: a review of fifty years of scholarly research

“…According to this stream of literature, the symbolic function of consultants, far from being detrimental to organizations, can be beneficial and enforce organizational change (Pellegrin-Boucher, 2006). Whittle (2006) reflects on what even paradoxical accounts of research findings on MC achieve in the context of organizational change.…”

The Cognitive Perspective in Strategic Choice

“…Many organizations hire consultancy firms to aid in the change process, but what role they have may vary (Selart, 2005;Furusten, 2009;Pellegrin-Boucher, 2006). In a Theory E-strategy consultants are used extensively both to analyze problems and concoct remedies (Beer & Nohria, 2000a).…”

“…To integrate Theory E and O, the aim is to use consultants as expert resources that empower employees and contribute with technical competence to develop the change process, but without management giving up control (Beer & Nohria, 2000b). Also, the presence of consultants may in itself have a signaling effect that legitimizes and creates acceptance of the change (Pellegrin-Boucher, 2006;Smith et al, 2003).…”

More than just experts for hire: A conceptualization of the roles of consultants in public policy formulation

“…Third, consultants supply symbolic capital to the organization, and lend legitimacy and credibility to organization policies and changes: either inwards toward the organization, or outwards toward shareholders. (Armbrüster, 2006; Clark, 1995; Engwall & Kipping, 2013; Pellegrin‐Boucher, 2006; Sturdy, 2011).…”