Scandinavian Working Papers in Business Administration
Working Paper Series,
Lund University, Institute of Economic Research
No 2006/6: Unpacking the Client(s): Constructions, Positions and Client-Consultant Dynamics
Mats Alvesson (), Dan Kärreman (), Andrew Sturdy () and Karen Handley ()
Additional contact information
Mats Alvesson: Department of Business Administration, School of Economics and Management, Lund University, Postal: Department of Business Administration, School of Economics and Management, Lund University, Box 7080, SE-220 07 Lund, Sweden
Dan Kärreman: Department of Business Administration, School of Economics and Management, Lund University, Postal: Department of Business Administration, School of Economics and Management, Lund University, Box 7080, SE-220 07 Lund, Sweden
Andrew Sturdy: Warwick Business School, Postal: CV4 7AL Coventry, West Midlands,United Kingdom
Karen Handley: Oxford Brookes University, Postal: Wheatley Campus, Wheatley, Oxford OX33 1HX, United Kingdom
Abstract: Increasing attention is being given to professional services in organisation and management theory. Whether the focus is on organisational forms or service processes such as knowledge transfer, the role of clients is often seen as central. However, typically, clients continue to be presented in a largely static, pre-structured and even monolithic way. While some recognition is given to the diversity of organisational clients and, to a lesser extent, individual clients, little attention has been given to the process by which 'the client' is actively constructed, negotiated and contested by actors. This process generates changing and multiple client positions according to different interpretive logics. Drawing on different research projects on management consultancy, we argue that what is meant by the client cannot be taken for granted. Rather, the notion of 'the client' is (inter)actively-produced, dynamic and potentially heterogeneous. This has implications for our understanding of management consultancy and professional services as well as client-consultant dynamics, including ways in which they share knowledge, develop relationships and engage in project activities.
Keywords: management consultancy; clients; constructions; professional services
21 pages, September 20, 2006
Full text files
2006-6.pdf
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