One of the main obstacles to the current bureaucratization trend in large professional service firms (PSFs) is the organic nature of professional knowledge production, sharing and use. Centralized knowledge management (KM) systems aimed at codifying ‘best practice’ solutions to recurrent client questions for large-scale reuse are a common strategy increasingly employed to overcome this obstacle. Using a socio-ethnographic case study of a business law firm in Paris, this research examines whether the use of centralized KM systems in bureaucratized PSFs contributes to a shift in power from professionals to managers. More specifically, are administrative controls over knowledge resources increasing, or do professionals retain power (i.e. some level of social and self-control) over knowledge production, sharing and use? The results of this study indicate that, far from losing ground, professionals’ social and self-controls have been reinvented and reformed in a bureaucratized context.
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