Abstract
In this paper, we argue that the consultant-client relationship is of central importance for consulting engagements. The paper therefore outlines the social dimensions that are inherent in the consulting system due to its characteristics that create social complexity. To gain further insights into the social interaction scheme and dynamics of consulting projects, a conceptualization based on an appropriate theoretical model is required. We propose to utilize the Structuration Theory for the compilation of the social context of consulting, as this provides a framework for incorporating the social determinants, focuses on actions of human-beings, and additionally allows the identification of interrelated dependencies of structure and actions.
Highlights
Consulting as a phenomenon of interaction between people in terms of counseling or giving advice has been existing since people live together, why consulting is sometimes called the “oldest profession” [1]
The [re-]produced structures of domination, signification and legitimation of the consulting system provide the context for developing the respective portion of trust, commitment and reciprocity norms, which enable the coordination of the consulting project
As a result of that, the domination structure for the consultant in the consulting project describes his capacity to act during the consulting process and, what influence he has in guiding the consulting project, identifying and determining the solution and outcome of the project, and, to what extent the consultant can impact the client organization
Summary
Consulting as a phenomenon of interaction between people in terms of counseling or giving advice has been existing since people live together, why consulting is sometimes called the “oldest profession” [1]. This is likely to continue, as companies are continuously forced to find appropriate organizational and process-oriented answers in an environment of dynamic and ever-changing markets and regulations To handle those challenges that lead to high management complexity, companies feel urged to use consultants and involve external business-related and methodical expertise [4]. On a more general level, we believe that a sound theoretical basis for consulting in the sense of consulting research [2] can help to improve the often rather shirt-sleeved way consulting is conducted today This would have a positive impact on the client as well as on the consultant side and potentially improve the professions rather damaged reputation. The requirements on the theoretical conception of consultant-client interactions are outlined in Section 4 and the essential theories that have been applied already to the consulting context are briefly recapitulated and evaluated with regard to their explanatory potential.
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