The Nature Of Client-Consultant Interaction: A Critical Review

Nikolova, N; Devinney, T

The Nature Of Client-Consultant Interaction: A Critical Review

Nikolova, N

Devinney, T

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Publication Type:: Chapter
Citation:: The Oxford Handbook of Management Consulting, 2012
Issue Date:: 2012-09-18

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Field	Value	Language
dc.contributor.author	Nikolova, N https://orcid.org/0000-0001-5916-3822	en_US
dc.contributor.author	Devinney, T	en_US
dc.date.issued	2012-09-18	en_US
dc.identifier.citation	The Oxford Handbook of Management Consulting, 2012	en_US
dc.identifier.isbn	9780199235049	en_US
dc.identifier.uri	http://hdl.handle.net/10453/31169
dc.description.abstract	© Oxford University Press 2012. All rights reserved. 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.	en_US
dc.relation.ispartof	The Oxford Handbook of Management Consulting	en_US
dc.relation.isbasedon	10.1093/oxfordhb/9780199235049.013.0019	en_US
dc.title	The Nature Of Client-Consultant Interaction: A Critical Review	en_US
dc.type	Chapter
utslib.for	1503 Business and Management	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
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	closed_access
pubs.publication-status	Published	en_US

Abstract:

© Oxford University Press 2012. All rights reserved. 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.

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http://hdl.handle.net/10453/31169