Works
- "P2-form" strategic management: corporate practices in professional partnerships, Academy of Management Journal 33(4), 725 to 755, 1990
- Change in an autonomous professional organization, Journal of Management Studies 28(4), 375 to 393, 1991
- Merging professional service firms, Organization Science 5(2), 239 to 257, 1994
- Sedimentation and transformation in organizational change: the case of Canadian law firms, Organization Studies 17(4), 623 to 647, 1996
In Organizational Structures
Known for
The P2 form and archetype change in professional partnerships, with Royston Greenwood and Bob Hinings.
Ideas
The P2 form. With Greenwood and Hinings, a study of the relationship between the corporate center and the principal business units in professional partnerships, under the name of the P2 form. Caveat: An interview and survey study of four large Canadian accounting firms chosen for their recent change, in one industry and one country; it did not study the form's effect on performance.
Merging professional firms. With Greenwood and Hinings, found that merging professional firms attended to strategic and organizational fit before the merger, yet behavioral problems still followed. Caveat: One case study, of a single merger of two large accounting firms followed over four years. Read in its abstract only.
Sedimented archetypes. With Cooper, Hinings, and Greenwood, found the managed professional business layered on the partnership archetype in large Canadian law firms rather than replacing it. Caveat: Two case studies of large Canadian law firms, in one country and one profession. Read in its abstract only.
In this section, “read” means read by the Organizational Structures series: where a line says a work, or part of one, was not read, the series did not read it.