THE PROBLEM OF INTERNAL CONSULTING IN RESEARCH AND DEVELOPMENT ORGANIZATIONS

The results of two distinct research studies which probe the effects of and the deterrants to internal consulting in R&D organizations are presented. The evidence compiled supports the hypothesis that both the extent and diversity of communication by project team members with technical staff are positively related to technical performance. In spite of the benefits to be derived from internal consulting, several psychological costs are identified which deter the engineers from fully utilizing this resource. These psychological costs have their basis both in the individual's perception of the consulting relationship and in the organization's failure to adequately reward this behavior. Specific recommendations are proposed to enhance the utilization of internal consultants through mechanisms designed to reduce these psychological costs.

  • Supplemental Notes:
    • The research reported in this paper was supported by a grant (GN-597) from the Office of Science Information Service, National Science Foundation.
  • Corporate Authors:

    Massachusetts Institute of Technology

    Alfred P. Sloan School of Management
    Cambridge, MA  USA  02139
  • Authors:
    • Allen, T J
    • GERSTENFELD, A
    • Gerstberger, P G
  • Publication Date: 1968-7

Media Info

  • Pagination: 44 p.

Subject/Index Terms

Filing Info

  • Accession Number: 00041330
  • Record Type: Publication
  • Source Agency: Massachusetts Institute of Technology
  • Report/Paper Numbers: #319-68
  • Files: TRIS
  • Created Date: Mar 2 1973 12:00AM