Take the money and run? Organisational boundaries and consultants' roles

Abstract

Criticisms of management consultants are increasingly common, but are also frequently based on simplistic assertions that powerful consultants exploit uncertain or ignorant clients. We argue that considerable insight to the tensions between consultants and clients can be gained by focusing on the boundary relationship between them. Using the work of Granovetter, we explore how organisational boundaries vary in their permeability. Consultant roles vary from that of ‘outsider’, based on simple market exchange of payment for advice or service, to ‘insider’, in which a web of social ties develops in what are often long-lasting relationships. Although criticisms of consultants are sometimes based merely on misunderstanding the nature of these roles, we argue that tensions frequently arise through the activities of both consultants and clients in terms of their boundary relationships.

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