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A Multidimensional Model of Client Success When Engaging External Consultants

Author

Listed:
  • Guy G. Gable

    (Faculty of Information Technology, Queensland University of Technology, GPO Box 2434, Brisbane, Queensland, Australia 4001)

Abstract

Too often the relationship between clients and external consultants is perceived as one of protagonist versus antagonist. Stories on dramatic, failed consultancies abound, as do related anecdotal quips. A contributing factor to many "apparently" failed consultancies is a poor appreciation by both the client and consultant of the client's true goals for the project and how to assess progress toward these goals. This paper presents and analyses a measurement model for assessing client success when engaging an external consultant. Three main areas of assessment are identified: (1) the consultant's recommendations, (2) client learning, and (3) consultant performance. Engagement success is empirically measured along these dimensions through a series of case studies and a subsequent survey of clients and consultants involved in 85 computer-based information system selection projects. Validation of the model constructs suggests the existence of six distinct and individually important dimensions of engagement success. Both clients and consultants are encouraged to attend to these dimensions in pre-engagement proposal and selection processes, and post-engagement evaluation of outcomes.

Suggested Citation

  • Guy G. Gable, 1996. "A Multidimensional Model of Client Success When Engaging External Consultants," Management Science, INFORMS, vol. 42(8), pages 1175-1198, August.
    • Handle: RePEc:inm:ormnsc:v:42:y:1996:i:8:p:1175-1198
    DOI: 10.1287/mnsc.42.8.1175
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    Citations

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    Cited by:

    1. Matias Bronnenmayer & Bernd Wirtz & Vincent Göttel, 2016. "Success factors of management consulting," Review of Managerial Science, Springer, vol. 10(1), pages 1-34, January.
    2. Óscar González-Benito & Wander Trindade Venturini & Javier González-Benito, 2017. "CRM Technology: Implementation Project and Consulting Services as Determinants of Success," International Journal of Information Technology & Decision Making (IJITDM), World Scientific Publishing Co. Pte. Ltd., vol. 16(02), pages 421-441, March.
    3. Ehrhardt, Andreas & Nippa, Michael, 2005. "Far better than nothing at all: Towards a contingency-based evaluation of management consulting services," Freiberg Working Papers 2005/09, TU Bergakademie Freiberg, Faculty of Economics and Business Administration.
    4. Georges Mickhail & Daniel Pirello, 2004. "The MetaCapitalism Cult," Working Papers 2004-5, Laboratoire Orléanais de Gestion - université d'Orléans.
    5. Thong, James Y. L., 2001. "Resource constraints and information systems implementation in Singaporean small businesses," Omega, Elsevier, vol. 29(2), pages 143-156, April.
    6. Alexander S. Alexiev & Justin J. P. Jansen & Frans A. J. Van den Bosch & Henk W. Volberda, 2010. "Top Management Team Advice Seeking and Exploratory Innovation: The Moderating Role of TMT Heterogeneity," Journal of Management Studies, Wiley Blackwell, vol. 47(7), pages 1343-1364, November.
    7. Narayan Ramasubbu & Chris F. Kemerer, 2016. "Technical Debt and the Reliability of Enterprise Software Systems: A Competing Risks Analysis," Management Science, INFORMS, vol. 62(5), pages 1487-1510, May.

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