Thesis (D.Min.)--Dallas Theological Seminary, 2004. / Includes abstract. Includes bibliographical references (leaves 145-149).

Thesis (D.Min.)--Dallas Theological Seminary, 2004. / Includes abstract. Includes bibliographical references (leaves 206-222).

Thesis (D. Min.)--Dallas Theological Seminary, 2001. / Copyright symbol after Self-guided Church Consultant on t.p. Includes abstract. Includes bibliographical references (leaves 117-125).

Thesis (D.Min.)--Dallas Theological Seminary, 2008. / Includes abstract. Includes bibliographical references (leaves 145-148).

Thesis (D. Min.)--Dallas Theological Seminary, 2001. / Copyright symbol after Self-guided Church Consultant on t.p. Includes abstract. Includes bibliographical references (leaves 117-125).

Thesis (D.Min.)--Dallas Theological Seminary, 2004. / Includes abstract. Includes bibliographical references (leaves 145-149).

Thesis (D.Min.)--Dallas Theological Seminary, 2004. / Includes abstract. Includes bibliographical references (leaves 206-222).

Thesis (D. Min.)--Dallas Theological Seminary, 2006. / Includes abstract. Includes bibliographical references (leaves 392-403).

Thesis (D. Min.)--Dallas Theological Seminary, 2006. / Includes abstract. Includes bibliographical references (leaves 129-132).

As the modern business environment becomes increasingly dynamic, businesses have had to become more responsive to changes in the marketplace. This has led to the increasing prominence of employment agencies which is organizations that help businesses manage their shifting labor requirements by sourcing labor based of their clients’ needs. Consultant managers work for employment agencies to manage both the sourced labor the agency provides and the labor needs of the client organization. Managing the dual stakeholder interests of these two groups is an integral part of the consultant manager’s role. The purpose of this study is to analyze the role of a consultant manger and to identify if conflicts exist because of the dual interests of the two stakeholder groups and if so what these conflicts are and how consultant managers handle them. This study is qualitative and semi-structured, interviews were conducted with five consulting managers who are working in three different employment agencies in Stockholm. To analyze the empirical material Sennett’s (2000) theory about flexibility, parts of Goffman's (2009) dramaturgical perspective and the concept of "dual commitment" has been used as analytical tools. The result of the study has mainly shown us that consultant managers find it difficult to effectively manage the needs of their contracted labor force due to the separation of workplaces. We have also identified that it is hard for consultant managers to manage both of the interests of the clients and the workers since they sometimes conflict with each other. The study shows that in incidences of conflicts of interests, resolution is in most case biased towards the interest of the client organization to the detriment of the contracted labor.