Purpose-driven consultancies’ negotiation of organizational tensions

ABSTRACT

This article examines the negotiation of organizational tensions by purpose-driven consultancies, for-profit firms also motivated by social change agendas in their implementation of organizational development for corporate clients. Using two case studies – APCom training ethical corporate leaders, and GreenD communicating environmental sustainability programs – we trace how such consultancies negotiate these tensions, and how their underlying purpose might accordingly transform. Our multi-case study suggests two broad tensions related to purpose and impact that are experienced in context-specific ways by the consultancies. Although members sought to frame these tensions in positive ways, as complementary dialectics or contradicting the dominant capitalist system, they were also at risk of devolving into more paradoxical contradictions and even debilitating double binds, without sustained discussion to ‘repurpose’ the firms. We close by discussing theoretical and practical implications for purpose-driven consultancies, given that their pursuit of social change is often at odds with the status quo.

KEYWORDS:

• Consultancies
• change
• tensions
• organizational purpose

Acknowledgements

An earlier version of this article was presented to the Organizational Communication Division at the 2014 conference of the National Communication Association. The authors are exceedingly grateful to JACR editor Kathy Miller for her guidance in shaping this manuscript, and the helpful comments provided by the anonymous reviewers.

Disclosure statement

No potential conflict of interest was reported by the authors.