No abstract

Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. and culture in the consultant-client relationship S T E P H A N O S A V A K I A N , T I M O T H Y C L A R K A N D J O A N N E R O B E R T S SummaryThis chapter examines the dimensions of inter-organizational and interpersonal trust as they are manifested in the consultant-client interaction, viewed within the 'cultural spheres' framework (Schneider and Barsoux, 2003). The chapter argues that the alignment or misalignment of culture(s) helps foster or hinder the presence of trust in the consultant-client relationship. We support our argument by demonstrating how culture becomes an important informative resource from which consultants and clients manage their expectations and risk taking. In inter-organizational contexts, trust is developed through artifacts and formal procedures that are shared by both parties. In interpersonal contexts, trust is developed through the mutual sharing of cultural values, as manifested in the interpersonal qualities of integrity and benevolence. Cultural values are not necessarily part of the parent consulting firm but can be unique to the people working in partnership on a project. Examples of behavioural cultural values include forms of communication, constructive criticism, displays of ability, benevolence and integrity and an unhesitating voicing of opinions that can lead to a realignment of attitudes, feelings, motives, and objectives.

In examining how reform-leading supranational institutions respond to public criticism, this article advances current theory on their institutional accountability mechanisms and extends research on this topic by focusing on their responses to public criticism of alleged reform failures. We consider the case of the International Monetary Fund's (IMF's) involvement in the Greek economic crisis, as the structural adjustment reforms it imposed to stabilize the economy. We show how these controversial and, by many accounts, failed policies have profoundly impacted the well-being of the recipient country by reducing social cohesion and impoverishing the most vulnerable groups. In explaining the IMF's institutional response mechanism for fending off such criticism, we offer moral regulatory appropriation (MRA) as a processual framework and present the IMF's organizing logic of institutional legitimation processes in four domains of action: agentic mission, reform policies, institutional policy negotiations, and moral appropriation. We argue that this enables institutions to maintain moral legitimacy despite evidence of their reforms' policy failure and various negative consequences for their populations. The proposed framework has theoretical implications for conceptualizing the rhetorical deployment of moral legitimation to secure and defend institutional accountability. We also highlight the limitations and boundaries of such an approach by the IMF and similar reform-leading institutions.

This paper examines Morgan's theorization of images of organizations from a phenomenological perspective using the works of Nikos Kazantzakis. The paper argues that Morgan's representation of metaphors currently favours an entitative interpretation of influence and control, undermining novel processes deeply embedded within existential nuances situated in the realm of the human experience. By focusing on Kazantzakis's phenomenology, the paper proposes that a theorization of transitionality demonstrates that a content-process struggle is rooted within a permanence-temporality struggle constantly conditioned against individuals' transitoriness of existence. Relatedness, affirmation and temporality represent three interdependent process states and each exposes self-existential tensions that regulate the directionality of one's transitions. Such transitions are thought to challenge the entitative form with which organizations are portrayed in the individual. The paper shows that a conceptualization of transitionality through Kazantzakis provides a new scope for understanding the structure of movements situated in the self and for customizing the forces of permanence and temporality.

No abstract