Internal consultants: Why do clients use them and for what benefits?

Grima, François; Trepo, Georges

doi:10.1016/j.emj.2010.12.004

Cited by 4 publications

(3 citation statements)

References 24 publications

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“…after review). On the other hand, they can be seen as alternatives to internal or external consultants (Grima and Trépo, 2011). The peer change agents become the link between those who want the change (e.g.…”

Section: Theoretical Frame Of Referencementioning

confidence: 99%

Enriching project organizations with formal change agents

Eskerod

Justesen

Sjøgaard

2017

IJMPB

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Purpose Project success requires effective and efficient cooperation between the project organization and the permanent organization in which the project takes place. The purpose of this paper is to discuss potentials and pitfalls from enriching project organizations by appointing peers as formal change agents. Design/methodology/approach The paper is based on a literature review and a multiple-case study in which six organizations participated in an action-oriented research project. The aim for the organizations was to obtain a better health status among the employees by accomplishing an internal change project that enhanced physical activity at the workplace and in leisure time. Change agents in the form of peer health ambassadors were selected by middle management and hereafter trained by the project representatives. Findings The findings suggest that the selection of change agents and middle and top management support are major determinants of success within change projects. To select change agents that the employees respect and can identify with, combined with top management prioritization, is important in order for the project organization to benefit from the additional role. Practical implications Selecting the “wrong” change agents can jeopardize a change project, even when the project is supported by top management and the target group members at the starting point are highly motivated to change. Originality/value The research contributes to the understanding of project organizing by building theory on how formal peer change agents can enhance project success in change projects.

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Section: Theoretical Frame Of Referencementioning

confidence: 99%

Enriching project organizations with formal change agents

Eskerod

Justesen

Sjøgaard

2017

IJMPB

View full text Add to dashboard Cite

show abstract

“…Knowledge is retained in-house and there is little risk of sharing the company's best practices and insights with competitors. Internal consultants also tend to have a better understanding of the core business model and ramp-up projects quickly thanks to their familiarity with the business and stakeholders (Grima and Trepo, 2011). ICU teams, due to their intimacy with the client, are also ideally suited to advise on softer aspects of change, such as company culture and internal dynamics; they are seen as colleagues within the business.…”

Section: Creating Value Through Trust and Protecting Knowledge Assetsmentioning

confidence: 99%

“…And there is also one more trend that has only received limited scholarly attention (Grima and Trepo, 2011;Sturdy and Wright, 2011;Wright, 2008;Wright et al, 2012) the rise of internal departments tasked with consulting projects embedded within large established enterprises and public sector organisations. Internal consulting units (ICUs) are not a recent trend.…”

Section: Introductionmentioning

confidence: 99%