The coalescence between synergies and conflicts of interest in a top consultancy firm: an analysis of the implications for consultants' attitudes and behaviours

The management of human resources represents a critical strategic function for consultancies. For such organisations, the HRM literature aligned to the resource-based view prescribes practices that centre on strengthening the relationship between a consultancy firm and its staff. However, this insular framework fails to take adequate account of consultants' engagement with external actors, particularly clients. This article explores the interplay between the synergies and conflicts of interest generated by the relational environment in which consultants operate and the implications of these tensions for consultants' attitudes and behaviours in a leading international consultancy firm. The findings from this study advance our understanding of the factors that affect the management of these key human resources and contribute to growing critiques calling for the refinement of the resource-based view.