This paper describes an investigation into some of the apparent similarities between what certain kinds of researchers and consultants do in organizations. Using a facet analysis approach (Foa, 1965), an instrument was devised with the purpose of identifying and delineating overlaps between organizational research and consultancy. Sixty-six British researchers and consultants took part in the study. The results highlight certain specific similarities and suggest that these may represent aspects of research and consultancy which are crucial to their success. The facets of the two activities which emerged from the study as being common are described by reference to the qualitative data which were generated by participants. A number of important implications for the successful conduct of research and consultancy are discussed with particular reference to the process of managing the relationship between investigators and those with whom they work.
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