Archetypal Change and the Professional Service Firm

David M. Brock, Michael J. Powell, C. R. (Bob) Hinings

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review

31 Scopus citations

Abstract

This chapter explores archetypal change in the context of professional service firms. To understand recent and ongoing changes in professional service firms, we briefly show how the professional archetype has evolved since the 1960s. We then present four theoretical models to describe processes by which institutionalized archetypes can change, and possibly coexist in the same field. Three professional archetypes are described, each in the context of historical development and the change model described earlier. At the one extreme is the traditional professional partnership; at the other the larger, multidisciplinary, corporate, global professional network, or GPN; in between is the "Star" form - relatively specialized, flatter structure, resisting significant growth, with fixations on excellence, and being the leader in a professional niche.

Original languageEnglish
Title of host publicationResearch in Organizational Change and Development
EditorsWilliam Pasmore, Richard Woorman
Pages221-251
Number of pages31
DOIs
StatePublished - 26 Jan 2007

Publication series

NameResearch in Organizational Change and Development
Volume16
ISSN (Print)0897-3016

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