Using Guillén’s concepts of ‘management intellectuals’ and ‘practitioners’, this article highlights the differing roles played by gurus and consultants and their interaction at different levels and stages of the knowledge diffusion process. This is done through a case study of the adaptation of an American management model in the Australian business context. Analysis of guru texts and interviews with practitioner consultants reveal a strong emphasis on and affiliation with the ideological components of this new management model. Rather than viewing these actors as simple conduits in the transfer of new management practice, our study suggests greater attention needs to be directed to their role as advocates and proselytizers of managerial ideology. Our study reveals that in the process of seeking to convince others of the benefits of new ideas and practices, consultants also convince themselves.
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