Crisis and organizational resilience: What is the role of the consultants'posture in change management?

Abstract

In an environment shaped by recurring crises and deep transformations, organizational resilience has become a strategic imperative for businesses. It is no longer just about withstanding shocks, but about building a lasting capacity to adapt to the uncertainties of a constantly shifting context. This resilience largely depends on how organizations manage change, drawing on both internal resources and external expertise. This article explores the dynamics of change management by asking the following question: To what extent does the diversity of actors involved influence the assessment and reinforcement of organizational resilience? Based on a theoretical and empirical approach, the study examines the distinct roles of internal and external consultants during periods of crisis. The findings reveal that internal consultants, despite their proximity to teams, face limitations due to their hierarchical positioning, while external consultants provide a more critical and detached analysis of organizational transformations. By comparing their perceptions, strategies, and constraints, the research highlights the drivers and barriers that shape organizational change. It underlines the importance of combining both perspectives to sustainably strengthen organizational resilience.