Transforming the professional archetype?

Ian Kirkpatrick and Stephen Ackroyd

Public Management Review, 2003, vol. 5, issue 4, 511-531

Abstract: The aim of this article is to question the idea that all professional service organizations are undergoing a process of inter-archetype transformation. This idea, originating in organizational archetype theory, is now being used to interpret contemporary processes of change in British and other public sector services. Drawing on an example of management UK restructuring in social services during the 1990s -- that of local authority social services in the UK -- two main problems with this thesis are identified. First, this service demonstrates that ‘radical’ change has not occurred and that older professional values and working practices persist. Second, it reveals how, in at least one part of the public sector in the UK, management reforms have been partly undermined by a specific constellation of institutions and practices. These observations call for questioning the proposition that inter-archetype change is what has occurred and that current reforms will inevitably have this sort of transformational effect.

Date: 2003
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DOI: 10.1080/1471903032000178563

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