- List of Figures
- List of Tables
- Notes on the Contributors
- Researching Management Consulting: An Introduction to the Handbook
- The Engineering Origins Of the Consulting Industry And its Long Shadow
- Human Relations And Management Consulting: Elton Mayo And Eric Trist
- Institutional Change And The Growth Of Strategy Consulting In The United States
- Cuckoo in the Nest? the Rise of Management Consulting in Large Accounting Firms
- It Consulting And Outsourcing Firms: Evolution, Business Models, And Future Prospects
- Sociological Perspectives On Management Consulting
- Consultants In Context: Global Dominance, Societal Effect, And The Capitalist System
- Professions And Professionalism In Management Consulting
- Economics Approaches To Management Consulting
- The Geographies Of Management Consultancy Firms
- Knowledge Management And Management Consulting
- Consultants And Organization Concepts
- Structuring Consulting Firms
- Managing Consultants: Control And Identity
- Consultants In The Management Fashion Arena
- Management Gurus As Celebrity Consultants
- Business Schools And Consultancies: The Blurring Of Boundaries
- The Nature Of Client–Consultant Interaction: A Critical Review
- The Client In The Client–Consultant Relationship
- Consultants And Clients From Constructivist Perspectives
- Governments And Management Consultants: Supply, Demand, And Effectiveness
- The Future Research Agenda
- Consulting And Ethics
- Gender In Consulting: A Review And Research Agenda
- Management Consulting In Developing And Emerging Economies: Towards A Postcolonial Perspective
Abstract and Keywords
This article reviews the nature of client-consultant interactions. It examines the nature of consulting, power relations, and the different models of the client-consultant relationship. It demonstrates that each of the models presents a different interpretation about these dimensions. It then compares these models and pinpoints the differences among them. This article also states the main contributions and limitations of these models.
Natalia Nikolova (Ph.D. University of Cologne) is a senior lecturer of Management at the University of Technology, Sydney, specializing in the areas of management consulting, professional business services, and the creative industries. Natalia has published in academic journals and books and her work has been presented and recognized at a number of international conferences. In 2008, she received the Best Paper Award of the Management Consulting Division at the Academy of Management. In 2007, Natalia published a book entitled The Client–Consultant Relationship in Professional Business Service Firms.
Timothy Devinney (B.Sc. CMU; M.A., M.B.A., Ph.D. Chicago) is Professor of Strategy at the University of Technology, Sydney. He has held positions at the University of Chicago, Vanderbilt, UCLA, and Australian Graduate School of Management, and has been a visitor at many other universities. He has published six books and more than eighty articles in leading journals including Management Science, The Academy of Management Review, Journal of International Business Studies, Organization Science, and the Strategic Management Journal. He is a fellow of the Academy of International Business, a recipient of an Alexander von Humboldt Research Award, and a Rockefeller Foundation Bellagio fellow. He is Past-Chair of the International Management Division of the AOM and Co-editor of AOM Perspectives. He is currently on the editorial board of over ten of the leading journals, Director of the SSRN International Management Network, and co-editor of the Advances in International Management series.
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