The dynamics of the relationship between managers and consultants - Exploring the aspects of time, power and ambiguities

Abstract

This article studies what aspects affect the relationship between managers and consultants and what the consequences are. Drawing on interviews with consultants and managers from various sectors, we analysed their relationship by combining principal-agent theory with other theories within client-consultant literature which enabled a deeper understanding of the aspects and interests which shape the relationship. We have identified three aspects; time, power, and ambiguities, which we argue affect the relationship between managers and consultants. Our findings also suggest that the manager-consultant relationship is to be recognized as an agent-agent relationship - where both actors are striving to remain in control. When managers engage in extensive monitoring and controlling of consultants, the manager remains in power as he or she controls what the consultant does and when he or she does it, while also making sure that the client organisation remain its’ independence from consultants. For consultants, finding ways to apply their wide range of knowledge within the client organisation is crucial to gain and maintain power over the manager. By combining the notion of an agent-agent relationship between managers and consultants with the aspects of time, power and ambiguities, we shed light on complexities often neglected within the relationship.