The DOI matches its Crossref record; 3 of the 3 references it cites were found in a registry or an index.
Sedimentation and Transformation in Organizational Change: The Case of Canadian Law Firms
Open accessAbstract
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.
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Citations
Cites
The System of Professions: An Essay on the Division of Expert Labor
Abbott, A. (1988) · doi:10.7208/chicago/9780226189666.001.0001 · Cited by 7,733
Comparative Economic Organization: The Analysis of Discrete Structural Alternatives
Williamson, O. E. (1991) · Administrative Science Quarterly · doi:10.2307/2393356 · Cited by 7,151
The antecedents of deinstitutionalization
Oliver, C. (1992) · Organization Studies · doi:10.1177/017084069201300403 · Cited by 1,746 · cited 2×
“To move 'contingently' from P2 to a MPB archetype requires changes in interpretation and meaning; deinstitutionalization has to occur as new languages and explanations arise (Oliver 1992).”
Background
Cited by
Institutional Complexity and Organizational Responses
Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R., & Lounsbury, M. (2011) · Academy of Management Annals · doi:10.5465/19416520.2011.590299 · Cited by 3,519
Self-citationImprinting: Toward a Multilevel Theory
Marquis, C., & Tilcsik, A. (2013) · Academy of Management Annals · doi:10.5465/19416520.2013.766076 · Cited by 1,576
Contradictions, Dialectics, and Paradoxes in Organizations: A Constitutive Approach
Putnam, L. L., Fairhurst, G. T., & Banghart, S. (2016) · Academy of Management Annals · doi:10.5465/19416520.2016.1162421 · Cited by 1,116
The Two Facets of Collaboration: Cooperation and Coordination in Strategic Alliances
Gulati, R., Wohlgezogen, F., & Zhelyazkov, P. (2012) · Academy of Management Annals · doi:10.5465/19416520.2012.691646 · Cited by 768
INSTITUTIONAL CHANGE IN LARGE LAW FIRMS: A RESOURCE DEPENDENCY AND INSTITUTIONAL PERSPECTIVE.
Sherer, P. D., & Lee, K. (2002) · Academy of Management Journal · doi:10.2307/3069287 · Cited by 523
Metadata
- Authors
- Cooper, D. J., Hinings, B., Greenwood, R., Brown, J. L., Cooper, D. J., Hinings, B., Greenwood, R., & Brown, J. L.
- Venue
- Organization Studies
- Publisher
- SAGE Publications
- Published
- 1996-07
- Volume
- 17
- Issue
- 4
- Pages
- 623-647
- ISSN
- 0170-8406 (ISSN-L)
- 1741-3044
- OpenAlex
- W2118464009
- Cited by
- 565
- References
- 3
- FWCI
- 7.83
- Type
- journal article
- Language
- en
- Open access
- green
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- Cooper, D. J., Hinings, B., Greenwood, R., Brown, J. L., Cooper, D. J., Hinings, B., Greenwood, R., & Brown, J. L. (1996). Sedimentation and Transformation in Organizational Change: The Case of Canadian Law Firms. Organization Studies. https://doi.org/10.1177/017084069601700404
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