A Client‐Consultant Organisational Learning Model

There is evidence to suggest that the use of external consultants is on the increase. It is also apparent that academic institutions are increasingly spawning units which provide research, advisory and training services to organisations. This development has been stimulated by the financial crises facing universities. Some of these new structures are designed to provide services to organisations based on their expertise in the management of human resources and organisational behaviour (OB). A complex mix of factors will determine the value of such units to client organisations. This article attempts to increase our insight into these factors on the basis of contributions to the literature on organisational interventions and a review of projects carried out by the unit which the author directs.