Professional bodies have traditionally played a core role in professionalization, setting the ideals for professional identity, knowledge, and practice. However, the emergence of corporate professions has problematized the role of the professional body in contemporary professionalization. This article examines the role of the professional body and its ability to resonate with practitioners' professional identity construction through empirical analysis of public relations. The article introduces the concept of professionalization as identity project as another means by which to understand attempts at social closure in emergent corporate professions. For professionalization as identity project to be fully realized, the research suggests the blending of traditional discourses of professionalism with emergent discourses of entrepreneurialism is required. Consequently, the study highlights that corporate professionalization as identity project reflects the contemporary tensions and contradictions between the lived reality and orthodox ideology of 'being a professional'.
The rise of the corporate profession has contributed to a more varied and ambiguous professional terrain that is increasingly seen to be indeterminate and fluid. This paper advances the current debate around the development of corporate professions, exploring how practitioners respond to this environment. Drawing on research with public relations practitioners, the paper shows how the idea of being a liminar facilitates the formation of a professional identity in conditions of high indeterminacy. In taking an individual level of analysis of professions, the paper suggests that indeterminacy is a more resonant feature for corporate professionals than previously suggested in the research, but that this indeterminacy is navigated in professional identity construction through 'being a liminar', and thus greater nuance may need to be recognized in the conceptualization of both corporate professions and corporate professionalization. It also demonstrates the use of liminality as a discursive resource in identity construction and with it, challenges the common association of liminality with self-doubt and existential anxiety. In turn, the paper considers the implications of the liminal professional identity for the future of contemporary professions, and for understanding the liminal experience.
This article contributes to critical discussions questioning the emancipatory potential of entrepreneurship by examining the experiences of men and women entrepreneurs who have recently become employers in South Wales, the United Kingdom. Our research uses a co-creative visual method based in interpretative phenomenological analysis (IPA) to explore transitions from entrepreneur to entrepreneur-employer in everyday contexts. Findings demonstrate how initial emancipatory experiences become increasingly bounded when becoming an entrepreneur-employer. This exposes a Catch-22 of entrepreneuring-as-emancipation as a symptom of neoliberal entrepreneurial discourses that constrain what entrepreneurs are encouraged to do: grow. We find a plurality of particular emancipations, but conclude that within a developed context entrepreneurship, and more specifically, becoming an entrepreneur-employer is a relational step through which perceived constraints become more readily experienced and emancipation never fully realised.
An increasingly popular management tool is to stratify a workforce along generational lines, to distinguish its qualities and differentiate orientations to work. From this, a range of organisational practices, ranging from leadership styles to reward systems are tailored to fit specific generational characteristics. We term this practice ‘management-by-generation’ and examine how it has the potential to govern as a bio-political technology. The article develops nascent work within organisation studies on governmentality and bio-politics to demonstrate the powerful potential of management-by-generation to govern in contemporary organisations. In line with other Foucauldian studies on ageing, it also contributes to the research on generations in demonstrating how a bio-political construction of generation allows management-by-generation to govern effectively, while more sociologically informed conceptualisations of generation could be a source of contestation to this emerging technology.
BackgroundA hallmark of a leader is their ability to manage change—an ever-present feature of organisational life. Indeed, all improvement requires change, and in this context navigating employees’ responses to progress change is a key part of leadership. To support this, research and leadership development have historically focused on how leaders can reduce resistance to change. This review highlights the value of reframing classic conceptions of resistance to change as something negative.ResultWidening understanding of non-acceptance responses to change supports the provision of broader, yet more meaningful advice to leaders and managers about how to engage with employees in ways that can support improvement. To do this, the article identifies why resistance is important in the contemporary context and then outlines three current broad views within research on resistance to change identified by Robyn Thomas and Cynthia Hardy. These influence how resistance is seen and therefore how it is approached. The article considers what leaders can learn and do to more effectively navigate employees’ responses to change, and how reframing resistance applies to the specific context of healthcare.
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