Research on management consultancy usually emphasizes the role and perspective of the
consultants. Whilst important, consultants are only one element in a dynamic relationship
involving both consultants and their clients. In much of the literature, the client is neglected,
or is assumed to represent a distinct, immutable entity. In this paper, we argue that the client
organisation is not uniform but is instead (like organisations generally) a more or less
heterogeneous assemblage of actors, interests and inclinations involved in multiple and …