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Learning from Management Consultants: The Lesson for Management Researchers
Abstract
The forces pushing management researchers inexorably closer to the managers they study are strong, strengthening and generally welcomed. This paper sees disadvantages in such proximity and common interest. Much of the work of management researchers is not rigorous, not sensible, and not useful, even to the managers it is supposed to serve. While it is probably impractical to suggest that management researchers keep their distance from managers, they may have something of value to learn from management consultants. Consultants are able to work closely with their clients without being overwhelmed by them. This is not to suggest that the efforts of consultants are scholarly, but then they do not pretend to be.
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