But do you your (expensive management) consultant?

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dc.contributor.author Chelliah, J
dc.contributor.author Davis, D
dc.date.accessioned 2012-02-02T11:03:21Z
dc.date.issued 2010
dc.identifier.citation Journal of Business Strategy, 2010, 31 (2), pp. 34 - 42
dc.identifier.issn 0275-6668
dc.identifier.other C1 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.
dc.language eng
dc.relation.isbasedon 10.1108/02756661011025053
dc.title But do you your (expensive management) consultant?
dc.type Journal Article
dc.parent Journal of Business Strategy
dc.journal.volume 2
dc.journal.volume 31
dc.journal.number 2 en_US
dc.publocation United Kingdom en_US
dc.identifier.startpage 34 en_US
dc.identifier.endpage 42 en_US
dc.cauo.name BUS.School of Management en_US
dc.conference Verified OK en_US
dc.for 1503 Business and Management
dc.personcode 040566
dc.personcode 890399
dc.percentage 100 en_US
dc.classification.name Business and Management en_US
dc.classification.type FOR-08 en_US
dc.edition en_US
dc.custom en_US
dc.date.activity en_US
dc.location.activity en_US
dc.description.keywords Consultants; Expectation en_US
dc.description.keywords Consultants
dc.description.keywords Expectation
pubs.embargo.period Not known
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/School of Management
pubs.organisational-group /University of Technology Sydney/Strength - Corporate Governance
utslib.copyright.status Closed Access
utslib.copyright.date 2015-04-15 12:17:09.805752+10
utslib.collection.history School of Management (ID: 329)
utslib.collection.history Closed (ID: 3)

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