Abstract
AbstractThis article examines how professionals employed in professional organizations make sense of the disruption of their work. Based on a qualitative study of an Australian intellectual property (IP) law firm, we shed light on the ways in which the discursive practices of professionals may undermine change in professional organizations. We identify three defensive strategies of IP professionals (denial, regression, and projection) resulting from the inability to resolve conflicts between market-based pressures and their entrenched understandings of professional work. In doing so, we show how professionals can become ‘stuck’ in defensive responses that may further marginalize the role of professional organizations in society. These findings call into question overly deterministic, radical accounts of organizational change that do not take into account the contextual embeddedness of professional organizations.
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