But do you your (expensive management) consultant?

Chelliah, J; Davis, D

But do you your (expensive management) consultant?

Chelliah, J

Davis, D

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Publication Type:: Journal Article
Citation:: Journal of Business Strategy, 2010, 31 (2), pp. 34 - 42
Issue Date:: 2010-02-25

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Field	Value	Language
dc.contributor.author	Chelliah, J https://orcid.org/0000-0003-2351-3784	en_US
dc.contributor.author	Davis, D	en_US
dc.date.issued	2010-02-25	en_US
dc.identifier.citation	Journal of Business Strategy, 2010, 31 (2), pp. 34 - 42	en_US
dc.identifier.issn	0275-6668	en_US
dc.identifier.uri	http://hdl.handle.net/10453/15825
dc.description.abstract	Purpose: The purpose of this study is to confirm the existence of PE and the role it plays from the perspective of management consultants. One of the greatest challenges facing management consultants today is how to win business through satisfying client needs. There are a number of authors who have identified that meeting clients' unwritten and unspoken expectations i.e. psychological expectations (PE), can yield competitive advantage for consultants. However, there is a dearth of research in this area. Design/methodology/approach: Semi structured interviews were carried out with twenty management consultants in Australia. Questions canvassed their views on the existence of PE, the forms it took and its strategic value in client-consultant relationships. Findings: Types of PE identified in literature were found to exist widely in practice. Consultants were very aware of PE and the importance of addressing them. Benefits of meeting PE reported were additional business with existing clients or referrals by satisfied clients to other clients. Some PE presented an ethical dilemma to consultants and in some cases they would rather walk away from assignments which they deem as unethical. Originality/value: The paper showed that the strategic importance placed on PE by practitioner literature is worthy of focus. Through this research, it has been established for the first time that psychological expectations impact upon the success of the client-consultant relationship from the viewpoint of consultants. © Emerald Group Publishing Limited.	en_US
dc.relation.ispartof	Journal of Business Strategy	en_US
dc.relation.isbasedon	10.1108/02756661011025053	en_US
dc.subject.classification	Business & Management	en_US
dc.title	But do you your (expensive management) consultant?	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	31	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	31	en_US

Abstract:

Purpose: The purpose of this study is to confirm the existence of PE and the role it plays from the perspective of management consultants. One of the greatest challenges facing management consultants today is how to win business through satisfying client needs. There are a number of authors who have identified that meeting clients' unwritten and unspoken expectations i.e. psychological expectations (PE), can yield competitive advantage for consultants. However, there is a dearth of research in this area. Design/methodology/approach: Semi structured interviews were carried out with twenty management consultants in Australia. Questions canvassed their views on the existence of PE, the forms it took and its strategic value in client-consultant relationships. Findings: Types of PE identified in literature were found to exist widely in practice. Consultants were very aware of PE and the importance of addressing them. Benefits of meeting PE reported were additional business with existing clients or referrals by satisfied clients to other clients. Some PE presented an ethical dilemma to consultants and in some cases they would rather walk away from assignments which they deem as unethical. Originality/value: The paper showed that the strategic importance placed on PE by practitioner literature is worthy of focus. Through this research, it has been established for the first time that psychological expectations impact upon the success of the client-consultant relationship from the viewpoint of consultants. © Emerald Group Publishing Limited.

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http://hdl.handle.net/10453/15825