Bridging theory and practice: a conceptual framework for consulting organisations

Abstract

A growing number of organisations are emerging as partners to districts pursuing systemic improvement. Given the critical role a consulting organisation could play in supporting system reform efforts, how does a district leader looking to establish a consulting partnership determine what characteristics in a consulting organisation may be more likely to yield success? This paper utilises an exploratory sequential mixed methods approach for two purposes: (1) to assess whether the quality domains of consultants most prevalent in the literature are consistent with multiple sources of expert knowledge at the point of practice and (2) to determine which, if any, quality domains of consultants are perceived as more important than others for partnership success. Overall, the findings corroborated that the domains identified through the literature are influential to partnership success. While no specific domain or set of domains emerged as most dominant, interpersonal skills and content expertise are foundational indicators that crosscut the other domains.