Abstract
The relationship between management consultants and their clients plays a key part in the success of consulting firms. To develop an understanding of the dynamics of the clientconsultant relationship, the authors reviewed literature in the areas of intangible professional services, impression management, perception and the interaction process. A model is proposed and the authors use a case study to emphasise areas highlighted by the literature. The authors contend that impression management, aided by positive perception and the development of the client-consultant relationship, is an important motivational force in securing consulting projects. It upholds the model for understanding the client-consultant relationship.
Recommended Citation
Darby, Fionnuala and Lavin, Geraldine
(2002)
"Knowledge and Value Development in Management Consulting,"
The ITB Journal:
Vol. 3:
Iss.
1, Article 5.
doi:10.21427/D7ND07
Available at:
https://arrow.tudublin.ie/itbj/vol3/iss1/5
DOI
10.21427/D7ND07