Transforming the architect: Ownership form and archetype change

Pinnington, A. and Morris, T. (2002) Transforming the architect: Ownership form and archetype change. Organization Studies, 23 2: 189-210. doi:10.1177/0170840602232002


Author Pinnington, A.
Morris, T.
Title Transforming the architect: Ownership form and archetype change
Journal name Organization Studies   Check publisher's open access policy
ISSN 0170-8406
Publication date 2002-01-01
Sub-type Article (original research)
DOI 10.1177/0170840602232002
Volume 23
Issue 2
Start page 189
End page 210
Total pages 21
Editor D. Wilson
Place of publication London
Publisher Sage
Language eng
Subject C1
350604 Professional Services (Legal, Management Consulting, etc.)
720403 Management
1503 Business and Management
2201 Applied Ethics
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.
Keyword Management
Professions
Architecture
Ownership Form
Archetypes
Change
Professional Partnerships
Organizational-change
Law Firms
Strategies
Power
Q-Index Code C1

Document type: Journal Article
Sub-type: Article (original research)
Collection: UQ Business School Publications
 
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Created: Wed, 15 Aug 2007, 03:05:30 EST