The Role of the Internal Consultant in a Division of a Multi-National Company

Abstract

The role of the internal consultant in a major U.K. Division of a Multi-National Company has been explored via a number of case studies. Each study involved close observation of members of a small internal consulting group working on a problem associated with decision making and/or change within the Division. The studies also included observation of line and professional staff associated with the problems together with external and "head office" internal consultants called in to work on the problems with the internal consultants.

From the case studies it has been possible to define the role of the internal consultants and show how it developed in the company concerned. It has also been possible to contrast this role with those of the other categories of staff and consultants involved. The research has shown that, in certain situations, internal consultants can form an important part of a company's decision making and change mechanisms.

By relating the role of the internal consultants to modern theories of consultation and industrial change, it has been possible to highlight and to some extent fill gaps in available knowledge on behavioural factors that affect the role and performance of internal consultants. It has also been possible to develop this knowledge into some pragmatic guidelines for the use of both internal consultants and their companies to enhance their chances of success both in the short term, on any particular project and in the long term, on the development of the role of the particular internal consultant.

Date of Award	1982
Original language	English
Awarding Institution	Aston University