The Social Game of Junior Consultants : A Qualitative Case Study on Networking and Career Progression

This thesis explores how junior consultants at PwC navigate career progression in a structured, performance driven corporate setting, whereas official promotions systems exist, but the real social game is often played behind the scenes. Although PwC has a clear promotion system and individual performance, the experiences for junior consultants reveals a great complex reality. Through a qualitative case study by using semi-structured interviews, the study reveals how networking and relationships shape a junior consultant's career progression. The theoretical frameworks are based on Bourdieu's (1986) concept of social capital, Shein's (2010) model of organizational culture along with the human capital theory (Becker 1962). The findings show that playing the so-called “social game” is perceived as significant, where likability, visibility and cultural fit are often the core characterizations within the PwC corporate environment. This thesis contributes to research centering on early career phases in management consulting firms, which is often overlooked. Behind every promotion lies an untold story, whereas this thesis sheds light on those hidden narratives.