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Sedimentation and Transformation in Organizational Change: The Case of Canadian Law FirmsUniversity of Alberta, Edmonton, Canada
University of Alberta, Edmonton, Canada
University of Alberta, Edmonton, Canada
University of Alberta, Edmonton, Canada
University of Alberta, Edmonton, Canada
University of Alberta, Edmonton, Canada
University of Alberta, Edmonton, Canada
University of Alberta, Edmonton, Canada This paper identifies two archetypes in large Canadian law firms to show how ideas of professionalism and partnership are changing, due in part to shifts in discourses in the wider institutional context. These changes in discourse themselves alter the interpretation of organizational structures and systems. This theme is explored through the concept of tracks and sedimentation. We explore the emergence of an organizational archetype that appears not to be secure, and which results in sedimented structures with competitive commit ments. The geological metaphor of sedimentation allows us to consider a dia lectical rather than a linear view of change. Case studies of two law firms show how one archetype is layered on the other, rather than representing a distinct transformation where one archetype sweeps away the residues of the other.
Key Words: Descriptors: organizational change • professional service firms • sedimentation • transformation • law firms • managed professional businesses
Organization Studies, Vol. 17, No. 4,
623-647 (1996) This article has been cited by other articles:
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