Organizational dominance and the rise of corporate professionalism: The case of management consultancy in the UK

Abstract

Abstract While recent debates about the professions have noted the pervasive influence of organizations, less is known about how this plays out at the macro or occupational level. In this paper, we address this concern, focusing on corporate professionalism (CP) as an emergent form which appears to be shaped by organizational interests. Drawing on relational perspectives of professions, we focus on the strategies of two associations in the UK management consultancy field over a 50-year period. Our analysis of archival and interview data reveals how, over time, both associations substantially modified their strategies in response to shifting priorities of firms employing large numbers of consultants—abandoning early commitments to occupational professionalism in favor of a corporate form. A key contribution of the paper is to develop a process model for understanding how and why CP emerges. We also highlight the need to pay more attention to the often neglected role of employing organizations in accounts of professional formation in contemporary society.