A multifaceted perspective on the role of management consultants: - A qualitative case study of management consultant’s role in a Swedish MNC
Independent thesis Advanced level (degree of Master (Two Years)), 20 credits / 30 HE creditsStudent thesis
There are many and varied views on the role of the management consultant. Roles range from the functional perspective to variations of the critical perspective. Despite these many perspectives, there is low consensus and a poor under-standing of what the consultant actually does. Adding to the mix is that there is even poorer understanding of how the implementation of a new concept af-fects the consultant’s role. Consequently, the authors will look at what role a management consultant take when working with new knowledge, and how this role is viewed from the perspective of the consultant, managers and employee in the client organization: a Swedish MNC. The research issue was examined through the authors’ own model, which was tested through in-depth interviews with management consultant, managers and employee within the case company. Interview material was complemented through participant observations. Data was then analyzed as authors tried to understand the informants through an emic research perspective. The study shows that the role of the management consultant varies depending on who is asked. The perspective ranges from the functional perspective on management consulting to the critical perspective, even if no informant can be said to argue that the management consultant belong to only one of the two perspectives. What is more, the study indicates that the closeness (relationship) of the client and the management consultant as well as the knowledge used by the consultant determines the consultant’s role. The authors suggest that further research should focus on how knowledge de-termines the role of the consultant, the effect of closeness between client and consultant and finally how implementation of new knowledge affects the view of the management consultant’s role.
KEYWORDS: management consultants, management consultants’ role, functional perspec-tive, critical perspective, tacit knowledge, explicit knowledge, knowledge management, client-consultant relationship & reforms.
Place, publisher, year, edition, pages
2012. , 58 p.
IdentifiersURN: urn:nbn:se:uu:diva-179515OAI: oai:DiVA.org:uu-179515DiVA: diva2:545077
UppsokSocial and Behavioural Science, Law