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|Title: ||Exploring the identity of an embedded micro-consultant in an organisation change environment|
|Authors: ||Hunt, Andrew John|
|Keywords: ||Organizational change|
|Issue Date: ||18-Jul-2011|
|Citation: ||Hunt,A.J. (2009) Exploring the identity of an embedded micro-consultant in an organisation change environment. Unpublished DBA thesis. University of Glamorgan.|
|Abstract: ||Micro-consultants are from small independent consultancy practices; who sometimes
work directly with a single client on embedded assignments. Embedded microconsultants
operate within the ambiguous and fragmented environments of their
client’s. Micro-consultants have to quickly make sense of their client’s working
environments; adapting their operations and identities within these, to ensure
appropriate advice and support is provided.
When embedded, micro-consultants are usually expected to represent their client;
whilst also retaining their independence. Consequently, micro-consultants can
sometimes be unsure who they represent (themselves or their client) and which
identity aspects they should be promoting.
Identity is the sum of, lifestyle, experiences and knowledge of an individual which is
developed over time, and provides awareness and guidance for future activities. To
some extent micro-consultants can choose which aspects of their identity they wish to
promote or suppress. However, some groups can enforce aspects of their identity on
their members which can contradict the micro-consultant’s base awareness and
guidelines which can lead to dilemmas and uncertainties.
This research explores the interactions, changing identities and ensuing tensions of a
micro-consultant during a long term embedded assignment with a single client. The
ethnographic study uses authoethnographic narrative, along with participant
observation techniques and reflective practices, to provide insights on the key
influences and other factors which can affect micro-consultant identities.
This thesis also provides an indication of the complexities and ambiguities faced by a
micro-consultant working on an embedded assignment. The research also highlights
some of the many dilemmas and uncertainties facing a micro-consultant in this
environment; focussing on identity related dilemmas. These lead to a number of
identity related paradoxes for the micro-consultant; including assignment success,
relationships and the provision of knowledge.
There have been many corporate ethnographic studies examining different parts of
organisation behaviour, including consultancy houses and organisation change
environments. However, this is the first study to provide detailed insights into the
world of a micro-consultant change management specialist, his operations interactions
and dilemmas; providing a significant contribution to the world of management
consultancy and organisation behaviour.|
|Appears in Collections:||PhD theses from the University of Glamorgan|
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