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ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JUNE 2011 VOL 3, NO 2 that are inflexible, risk-averse and resistance to change. Most consultants complain about management lack of support in implementation phase of consulting project, management interference and delays in paying the consultant fee, as agreed in the contract. Thus, as Greiner and Metzger (1983) argue, consultant-client relationships should be within the framework set in the contractual agreement. Furthermore, the findings showed that consulting projects do not usually lead to scientific publication or job promotion, primarily due to the confidentiality of these types of projects, it is therefore as suggested that university administration should set rules and regulations that provide promotional opportunities for academic consultants with credentials and earning capacity and also to encourage other potential academics to actively seek consulting projects. In doing so, the university meets one of its primary objectives that is to solve societal problems. One revealing finding expressed by some academics in interview sessions and in the questionnaire was the unusually large number of consulting jobs that are commenced without a written contract. The experience has shown that providing consulting services based on oral agreements often cost the consultant dearly. Some young and inexperienced academics may commit themselves to demanding and complex projects for personal reasons or friendly favor, which if they go wrong or the client reneged on its oral agreement leaves them with little or no return on their efforts and time and no legal avenue to turn to. It is therefore suggested that academic consultants should thoroughly think through all aspects of a consulting job offer, including the fit between their expertise/experience and client expectations, client willingness to support the project both financially and administratively and a legally-binding contract that is signed by both sides. A consulting contract should include items such as complete personal information of the consultant and client, objectives and nature of the job, client expectations, unit of work in the client organization, organization liaison officers, length of project and its conditions, project progress methods and conflict resolution approach, payment date or a phase for the work done and contract cancellation conditions. The objective of signing such a consulting contract is to reduce ambiguity, risk and feeling of dejection when providing or receiving consulting services. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 198
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JUNE 2011 VOL 3, NO 2 References Abrahamson, E. (1991). Managerial fads and fashions: The diffusion and rejection of innovations. Academy of Management Review, Vol. 16 No. 3, pp. 586-612. Argyris, C. (1970). Intervention theory and method: A balanced science view. Addison- Wesley, Reading. MA. Argyris, C. and Schön, D. (1978). Organizational learning: A theory of action perspective. Addison-Wesley, New York. Arnaud, G. (1998). The obscure object of demand in consultancy: A psychoanalytic perspective. Journal of Managerial Psychology, Vol. 13, No. 7, pp. 469-84. Block, P. (1999). The flawless consulting field-book and companion: a guide to understanding your expertise. (2 nd ed.) San Francisco: Jossey- Bass. Burnes, R. B., Cooper, C. and West, P. (2003). Organizational learning: The new management paradigm? Management Decision, Vol. 41, No. 5, pp. 452-64. Czander, W. (2001). A Failed consultation. Consulting to Management, Vol. 12, No.2, pp. 26-31. Czarniawska, B. (1998). A narrative approach to Organization studies. Sage, London. De Burgundy, J. (1995). Working daze: Uncertainty and ambiguity in consulting? Management Decision, Vol. 33, No. 38, pp. 51-5. Drucker, P. F. (1991). Drucker in Harvard Business Review. Harvard Business Review publishing. Forbes (1995). Knowledge is doubling every 16-18 months. Dec. 4. Fullerton, J. and West, M.A. (1996). Consultants and client – working together? Journal of Managerial Psychology, Vol. 11, No. 6, pp. 40-49. Greiner, L. E. and Metzger, R. O. (1983). Consulting to management. Practice-Hall Inc. Herzberg, F., Mausner, B. and Snyderman, B. (1959). The motivation to work. New York: Wiley. Hu, Q. and Gill, T. G. (2000). Is faculty research productivity: Influential factors and implication. Information Resources Management Journal, Vol. 13. No, 2. pp. 15-25. Johansson, A. W. (2003). Consulting as story-making. Journal of Management Development, Vol. 23 No 4, pp. 339-354. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 199
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