Single or multiple organizational identities: the management consultant’s dilemma

Chelliah, J; D'Netto, B; Georges, S

Single or multiple organizational identities: the management consultant’s dilemma

Chelliah, J

D'Netto, B Georges, S

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Publisher:: AABSS
Publication Type:: Conference Proceeding
Citation:: Proceedings of the Australian Academy of Business and Social Sciences Conference 2014, 2014
Issue Date:: 2014-08-25

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Field	Value	Language
dc.contributor.author	Chelliah, J https://orcid.org/0000-0003-2351-3784	en_US
dc.contributor.author	D'Netto, B	en_US
dc.contributor.author	Georges, S	en_US
dc.date	2014-08-25	en_US
dc.date.issued	2014-08-25	en_US
dc.identifier.citation	Proceedings of the Australian Academy of Business and Social Sciences Conference 2014, 2014	en_US
dc.identifier.isbn	978-0-9925622-0-5	en_US
dc.identifier.uri	http://hdl.handle.net/10453/35476
dc.description.abstract	In this article,we examine the signals consulting firms send to clients and the publicthrough the identities they publish on their websites. The paper begins with a review of academic and practitioner literature onconsulting identities and typologies. The literature review leads us to concludethat the consultant cannot be conceptualized by a single definable construct but rather by multiple typologies.To demonstrate this we establish a theoretically informed framework summarizing the main consulting identities from extantliterature. The framework is then appliedto a sample of 50 consulting organizations currently operating in Australia. Throughthe application of thisframework, the identity of the consulting firms areseen to be multiple and sometimes contradictory in nature. Finally,we discuss the possible strategic implicationsof identity multiplicity, correlating identity with legitimacy and impression management techniques.	en_US
dc.publisher	AABSS	en_US
dc.relation.ispartof	Proceedings of the Australian Academy of Business and Social Sciences Conference 2014	en_US
dc.relation.ispartof	Australian Academy of Business and Social Sciences Conference	en_US
dc.relation.isbasedon	10.1353/jda.2015.0073	en_US
dc.subject.classification	Development Studies	en_US
dc.title	Single or multiple organizational identities: the management consultant’s dilemma	en_US
dc.type	Conference Proceeding
utslib.location	Australia	en_US
utslib.location.activity	Kuala Lumpur, Malaysia	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	14 Economics	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
dc.location.activity	Kuala Lumpur, Malaysia
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.consider-herdc	true	en_US
pubs.finish-date	2014-08-26	en_US
pubs.place-of-publication	Australia	en_US
pubs.publication-status	Published	en_US
pubs.start-date	2014-08-25	en_US

Abstract:

In this article,we examine the signals consulting firms send to clients and the publicthrough the identities they publish on their websites. The paper begins with a review of academic and practitioner literature onconsulting identities and typologies. The literature review leads us to concludethat the consultant cannot be conceptualized by a single definable construct but rather by multiple typologies.To demonstrate this we establish a theoretically informed framework summarizing the main consulting identities from extantliterature. The framework is then appliedto a sample of 50 consulting organizations currently operating in Australia. Throughthe application of thisframework, the identity of the consulting firms areseen to be multiple and sometimes contradictory in nature. Finally,we discuss the possible strategic implicationsof identity multiplicity, correlating identity with legitimacy and impression management techniques.

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http://hdl.handle.net/10453/35476