A Multidimensional Model of Client Success When Engaging External Consultants

Guy G. Gable
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Guy G. Gable: Faculty of Information Technology, Queensland University of Technology, GPO Box 2434, Brisbane, Queensland, Australia 4001

Management Science, 1996, vol. 42, issue 8, 1175-1198

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.

Keywords: consultant engagement; management consultants; outsiders; advisors; management advisory services; management information systems; IS personnel resource management; management science success; MIS success; implementation success; package selection; outsourcing; service quality; knowledge-products; marketing intangibles (search for similar items in EconPapers)
Date: 1996
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Citations: View citations in EconPapers (7)

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