In today's society, there is more and more talk about making use of human resources. Employment in today's labor market varies and an emerging type of employment is the time-limited one. Within the flexible form of employment, the consulting industry corresponds to a large proportion and is also seen as a knowledge-intensive professional area that is of great importance for organizations and society to take advantage of. The responsibilities for consultants work environment tends to end up between the client and consulting companies. The phenomena of motivation and integration is important for individuals to feel good about theme self and perform their maximum. This has made it important to examine what the consultants themselves feel is important for their feeling of motivation and integration in collaboration with the client companies.

The purpose ofour study is therefore to investigate consultants sense of motivation and integration in collaboration with client companies, with the research questions: what is important for a feeling of motivation and what is important for a feeling of integration. Previous research results highlight the distinctive dual organizational affiliation that becomes a fact formany consultants, where studies further conclude that the inner motivation that affects consultants in knowledge-intensive work environments to a greater extent needs to betaken into account. The integration of consultants in client companies is important for cooperation between consultants and client companies to show good results. Theoretical point of departure for our study is based on the motivation theory Self-determination theory (SDT) where integration affects the feeling of belonging which is one of the three main factors to consider for perceived inner motivation, together with autonomy and competence. The approach to the study is a qualitative study of semi-structured interviews with eight resource consultants, employed by the same consulting company. The results show that the consultants feel competent and self-directed, but the factor belonging is at least contented on the basis of what is described as important for internal motivation. The respondents feel that they need to accept a certain exclusion in the client company, but they wish to be more integrated. Our analysis shows that the client company can do more to integrate consultants. This will not only give consequences for the consultant but for the collaboration, its results and in the long run the company's profitability. Conclusions that can be drawn are that it is the action of customer companies, management and their ability to look at the consultant as an important resource for the business that affects the consultants experience of motivation and integration.