The Making of Organizational Consultancy Networks: the Special Place of Relational Factors

Abstract

Organizational consultancies spread and influence more and more the every-day life of organizations. In some markets, enough room can be found for little and middle sized firms providing this service. Nevertheless, need for specialization increases and narrows competencies and structures, so stimulating the formation of networks where consultants supplement and articulate themselves. In order to study this field, whose particularities are still unknown, the present article takes as reference the theory of social networks, mainly the factors of their formation. They were sought in the report of professional consultants, first in an on-line survey of ninety of them. Just after, results were commented upon in depth by a group of experienced consultants. Generally, findings are aligned to main factors of full social immersion networks (GRANOVETTER 1973; 1985). However, personal thrust to the other consultant – inseparable of technical competence – and to associate consultancy, as well as ethic behavior, stand out. They become manifest in rules, though not written, and they support other factors of formation and maintenance of network.