Self-concept structure has been extensively studied in the literature especially with regard to its relationship with psychological adjustment. However, the behavioral outcomes of the cognitive structure of the self and the mechanisms through which the relationship between self-concept structure and psychological adjsutment operate are still to be maintained. This study offered that the two dimensions of self-concept structure, differention and integration, would be related to the two dimensions of behavioral flexibility: Behavioral repertoire and deliberate adjustment of behaviors. iv Differentiation, tapping behavioral repertoire, was assumed to determine whether a person is flexible or rigid, while integration tapping deliberate adjustment were supposed to determine the quality of flexibility (i.e., whether the repertoire is controlled by the individual or by situational factors). By crossing these two dimensions, a model with four behavioral patterns was proposed: (1) Functional flexibility, characterized by both high integration and high differentiation / (2) situational flexibility, characterized by high differentiation but low integration / (3) stereotypical rigidity, characterized by low differentiation but high integration, and (4) effacing rigidity, which is low on both dimensions. Three studies were conducted on university students (N = 163, N = 123 and N = 242 for the three studies respectively) in order to test this model. Results revealed that the behavioral repertoire dimension of behavioral flexibility was linked to selfconcept differentiation, whereas the deliberate adjustment dimension was related to selfconcept integration. Functional flexibility and effacing rigidity patterns were clearly specified by measures of psychological adjustment, locus of control, need for cognition, need for approval and Big Five dimensions. Stereotypical rigidity and situational flexibilty patterns, however, seemed to require more elaboration. The model offering that flexibility mediates the link between self-concept structure and self-esteem was not supported.

Det allmänna forskningsfältet om personalomsättning är nyanserat då det påvisar både positiva och negativa konsekvenser av personalomsättning. Samma forskningsfält inom konsultbranschen har däremot alltjämt brist på nyanserad forskning. I stället framställer det personalomsättning som negativt och fokuserar enbart på hur konsultföretag ska arbeta för att behålla anställda. Samtidigt är managementkonsultföretag i behov av numerisk och funktionell flexibilitet, där personalomsättning kan utgöra en del i att uppnå dessa. Även HR-aktiviteter har visat sig vara viktiga för konsultföretags flexibilitet och konkurrenskraft. Frågetecken uppstår därmed kring vilka HRaktiviteter som bidrar till managementkonsultföretagens flexibilitet, samt huruvida personalomsättning i managementkonsultföretag egentligen är så negativt som forskningsfältet i branschen menar. Studiens syfte är att skapa en djupare förståelse för hur personalomsättning påverkar numerisk och funktionell flexibilitet i managementkonsultföretag. För att förstå detta ämnar studien även till att undersöka vilka HR-aktiviteter som bidrar till numerisk respektive funktionell flexibilitet. Detta med en förhoppning om att generera en nyansering till konsultbranschens forskningsfält, som idag inte antar en nyanserad syn på personalomsättning. Studien är en kvalitativ flerfallstudie där empiriskt material har insamlats genom semistrukturerade intervjuer med partners och chefer från sju managementkonsultföretag i Sverige. Studien tar avstamp i ett hermeneutiskt vetenskapligt synsätt och med en iterativ ansats. Slutligen har den empiriska datan analyserats genom en tematisk analysmetod. Personalomsättning påverkar managementkonsultföretags numeriska och funktionella flexibilitet positivt, då det bland annat möjliggör ett lämpligt antal konsulter med högkvalitativ kompetens i företagens karriärstegar. Numerisk och funktionell flexibilitet påverkas dock även negativt av personalomsättning då det komplicerar för managementkonsultföretagen att möta efterfrågan samt att viktiga nyckelkompetenser går förlorade. Det onyanserade forskningsfältet om personalomsättning i konsultbranschen framställer därmed inte en helt korrekt bild av verkligheten. I stället kan konstateras att det nyanserade allmänna forskningsfältet om personalomsättning är mer applicerbart för denna studie. Slutligen, de HR-aktiviteter som bidrar till numerisk och funktionell flexibilitet i managementkonsultföretag är arbetsgivarvarumärke, rekrytering, utbildning samt exit-hantering. / The general field of research on employee turnover is nuanced as it demonstrates both positive and negative consequences of employee turnover. The same field of research in the consulting industry, on the other hand, still lacks nuanced research. Instead, it presents employee turnover as negative and focuses only on how consulting firms should work to retain employees. At the same time, management consulting firms need numerical and functional flexibility, where employee turnover can be a part of achieving these. HR activities have also proven to be important for consulting firms' flexibility and competitiveness. Question thus arises as to which HR activities contribute to the flexibility of management consulting firms, and whether employee turnover in management consulting firms is as negative as the research field in the industry believes. The purpose of the study is to create a deeper understanding of how employee turnover affects numerical and functional flexibility in management consulting firms. To understand this, the study also aims to investigate which HR activities contribute to numerical and functional flexibility. This with a hope of generating a nuance to the consulting industry's research field, which today does not adopt a nuanced view of employee turnover. The study is a qualitative multiple-case study where empirical material has been collected through semi-structured interviews with partners and managers from seven management consulting firms in Sweden. The study is based on a hermeneutic scientific approach and with an iterative approach. Finally, the empirical data have been analyzed using a thematic analysis method. Employee turnover has a positive effect on management consulting firms' numerical and functional flexibility, as it enables, among other things, a suitable number of consultants with highquality competence in the firms' career ladders. However, numerical and functional flexibility is also negatively affected by employee turnover as it complicates for management consulting firms to meet demand and that important key competencies are lost. The nuanced research field on employee turnover in the consulting industry thus does not present a completely correct picture of reality. Instead, it can be stated that the nuanced general research field on employee turnover is more applicable for this study. Finally, the HR activities that contribute to numerical and functional flexibility in management consulting firms are employer branding, recruitment, training and exit management.