Abstract
Over the last three decades management consulting has expanded into a distinct service industry, growing especially in the last decade by astonishing rates. Critical views, however, reflect a rather negative image of management consultants culminating in questions such as: Why are client organizations unable to do, what consultants do? What are consultants good for? Although these or similar questions are analyzed somewhat frequently, answers often remain unconvincing. Our paper addresses these deficiencies and provides a theoretical framework of the functions of management consulting. First, we present a broad review of the relevant literature. Second, we develop a three level framework based on organizational theory in order to systematize existing explanations and add new insights.