Consulting success and contingent fees as important elements on the way to a theory of management consulting

Abstract

This paper analyses the role of consulting success and contingent fees as two important pillars of a theory of management consulting. In view of public criticism, contingent fees are not only considered as a possible implication of the success evaluation of consulting activities, but also as an opportunity for strengthening the client's position in the consulting process. However, the precondition for being able to agree on contingent fees is the determination of criteria and indicators to measure consulting success. Based on a process-oriented perspective, we show the interconnections between consulting success and contingent fees both of which being important elements to be considered on the way to a theory of management consulting.