The article focuses on an intervention-research model in management consulting (MC) allowing to carry out science base consulting processes. It aims to clarify the principles of intervention research and its specific contributions for the creation of knowledge in MC. Based on a reflective analysis of some 2,000 intervention-research studies in management carried out by a French research unit that has specialized in this methodology since 1974, we propose a model of intervention research to carry out science based MC processes. We then apply this model to two contrasting case studies to put it to the test and identify elements that are fruitful for discussion on scientific consultancy and its divergences with consulting without any scientific intend.
