A Consulting Diaspora? Enterprising Selves as Agents of Enterprise
研究前管理咨询师作为组织变革推动者的角色，发现他们因声望和热情被任命，但创业特质反而阻碍了企业文化的嵌入，最终通过“本土化”才实现变革。
While the concept of enterprise identity has been extensively discussed, the active role of individuals in promoting enterprise is less understood. This article presents enterprising selves not simply as a self-disciplinary outcome of power, but as agential, whereby actors support regimes of enterprise, either actively or symbolically. In particular, it explores a neglected group—former management consultants working as change agents within organizations. This `consulting diaspora' is appointed on the basis of the prestige of their former occupation, as well as their enthusiasm for, and skills in, change management. They also embody enterprise through their `personal brand' in the labour market and an anti-bureaucratic, pro-change orientation. However, these characteristics, combined with the perishability of their status, limit the ability of these actors to embed enterprise. Rather, it is through the loss of their novel, enterprising appearance—'going native'—that change is reinforced. Thus, paradoxically, their enterprising nature runs counter to the adoption of techniques of enterprise. This has implications for our understanding of enterprise as organizational change, as well as the promotion of management ideas more generally.