Abstract
It is not uncommon for management scholars to question the work of consultants (e.g. Kieser (2002) and Chapter 10 in this volume). Consultants and practitioners also tend to adopt a similar attitude towards management researchers. Needles to say, these attitudes creates problems for the development and diffusion of management research and its findings, since the ultimate justification of management studies lies in their usefulness in helping us to understand and interpret reality.