Transforming the Architect: Ownership Form and Archetype Change

Ashly Hervey Pinnington · Timothy Morris

103 citations0/0 files storedOrganization Studies

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Management and Organizational Studies Management Theory and Practice Organizational Management and Change

Abstract

The adoption of the incorporated form of ownership in preference to partnership is linked to the shift to a more modem organizational archetype in professional firms. Yet existing empirical research offers insufficient insight into the organizational processes of this transformation in different professional arenas. Where ownership and control become separated, there is a clearer theoretical explanation of the implications for the way the firm is run. Where ownership and control remain inside the firm, however, the consequences are not so clear and have not been well explored. Using survey and interview materials derived from a study of architecture practices, we examine the processes by which differences based on ownership emerge. Then, by drawing on Weberian theories, where they are concerned with professionalization as a project with material and social rewards, we specify more clearly the context for change in professional firms' archetypes. This, we conclude, provides a stronger basis for understanding the change trajectories of firms within professions and comparative organizational analysis between professions.

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References

1989Agency Theory: An Assessment and Review 1991The New Institutionalism in Organizational Analysis 1988The System of Professions 1996Understanding Radical Organizational Change: Bringing Together the Old and the New Institutionalism 1977The Rise of Professionalism 1988Compensation and Incentives: Practice vs. Theory 1986Professional Powers: A Study of the Institutionalization of Formal Knowledge 1995Professionalism Reborn: Theory, Prophecy and Policy.

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2004Rituals and Resistance: Membership Dynamics in Professional Fields 2012Alternative Pathways of Change in Professional Services Firms: The Case of Management Consulting 2006Partnership versus Corporation: Implications of Alternative Forms of Governance in Professional Service Firms 2012Control and Dignity in Professional, Manual and Service-Sector Employment 2009Professional Work: The Emergence of Collaborative Community 2013Archetypes of Inter-firm Relations in the Implementation of Management Innovation: A Set-theoretic Study in China’s Biopharmaceutical Industry

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