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This study differentiates between purchasing expertise consultancy and other change approaches. It highlights that in expertise consultancy, the client retains decision-making power over recommendations and project direction.

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Area of Science:

  • Organizational Development
  • Management Consulting

Background:

  • Consultancy services are often characterized by the 'purchase of expertise' model.
  • In this model, consultants provide advice, but the client (consultee) retains ultimate decision-making authority.

Purpose of the Study:

  • To distinguish the 'purchase of expertise' consultancy from alternative change management strategies.
  • To clarify the roles and responsibilities within the 'purchase of expertise' framework.

Main Methods:

  • Literature review and conceptual analysis of consultancy models.
  • Examination of existing frameworks for organizational change.

Main Results:

  • The 'purchase of expertise' model involves the consultant offering recommendations.
  • The consultee is responsible for defining project scope and deciding on the implementation of advice.

Conclusions:

  • The 'purchase of expertise' model empowers the client by maintaining executive responsibility.
  • Alternative consultancy approaches may be more suitable for specific change initiatives.