Archetype change in professional organizations: Survey evidence from large law firms

This paper examines the proposition that the traditional archetype of the professional partnership is said to have changed into a more 'business-like' entity, the managed professional business. It broadens the restricted case sample base on which much of the evidence has been adduced, by developing a survey questionnaire through which 197 large British law firms were sampled. Change, consistent with the notion of a more commercially oriented and consciously managed organization, is concentrated in the market-facing area of the firm but coexists with areas of continuity in the governance of the firm and its strategic management. The findings reveal a more managerial form of organization in which the core elements of the traditional form of professional organization have not been transformed. These results contest the assertion of either transformational or sedimented change found in other, case-based research and suggest that archetype change needs theoretically to be distinguished from the general phenomenon of greater managerialism within the professional service firm.

Economies of violence: An autobiographical account

This paper uses autobiographical stories to explore various aspects of institutional violence. The stories are taken from a range of institutional settings including schools, academia and commercial enterprises. Each story is used in a dynamic interplay with extant theories and explanations of violence in a mutually explorative and informing manner. Each tale intersects with a different set of issues relating to organisations and violence. The stories and the analysis cohere around the central notion that there exist economies of violence in which violence is exchanged, transacted and within which it circulates. Such economies are constituted and legitimated by discourses, the economy shifts and alters as the surrounding discourses change.