Hybrid professionalism and beyond: (New) Forms of public professionalism in changing organizational and societal contexts

Noordegraaf, Mirko

doi:10.1093/jpo/jov002

Cited by 318 publications

(471 citation statements)

References 85 publications

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“…In this conception, both professional and managerial principles (autonomy and control or quality and efficiency etc. ), which are antithetical to each other are applied together (Noordegraaf, 2015). Professionalism refers to an occupational conception which includes organization and supervision of employers and their works and also a mutual advantage for both the practitioners and beneficiaries (Evett, 2011(Evett, , 2013.…”

Section: Occupational Professionalismmentioning

confidence: 99%

Examining the Relationships between Occupational Professionalism and Organizational Cynicism of Teachers

Altınkurt¹,

Ekinci²

2016

EDUPIJ

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The purpose of this study is to explore the relationships between occupational professionalism and organizational cynicism levels of teachers. The sample of this study, designed as a survey research, consists of 436 teachers employed in schools in the city center of the province of Denizli, Turkey. The data of the study were collected through the administration of Teachers' Occupational Professionalism Scale and Organizational Cynicism Scale to the sample group. In data analysis, descriptive statistics, t-test, ANOVA and regression analyses were conducted. The results of the study indicate that occupational professionalism of teachers was high and their organizational cynicism was close to medium level. Low and negative relations were found between occupational professionalism of teachers and their cognitive and affective cynicism levels. According to regression analysis, only contribution to organization as one of the four sub-dimensions of occupational professionalism was a significant predictor of cognitive and affective cynicism of teachers. Occupational professionalism of teachers was not observed to be significantly influential on the behavioral cynicism of teachers. All four dimensions of occupational professionalism of teachers together explained 4.3% of cognitive cynicism of teachers and 5% of their affective cynicism.

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Section: Occupational Professionalismmentioning

confidence: 99%

Examining the Relationships between Occupational Professionalism and Organizational Cynicism of Teachers

Altınkurt¹,

Ekinci²

2016

EDUPIJ

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“…Either, professionals actively work with and give shape to reforms (see, for example, Wallenburg, Hopmans, BuljacSamardzic, den Hoed, & IJzermans, 2016). In the literature on "organized professionalism," there have been research efforts to overcome the divide between organizational and professional logics (e.g., Kirkpatrick & Noordegraaf, 2015;Noordegraaf, 2011;2015;Postma, Oldenhof, & Putters, 2015). In this research strand, there is a strong emphasis on the hybridization of logics in professional work.…”

Section: Discussionmentioning

confidence: 99%

“…Fundamental transitions in the context of work, such as new governmental regulations, knowledge and technologies, client demands and budgetary restraint (for an overview see Noordegraaf, 2015;2016) explicitly affect work in professional service domains and urge professionals to adapt their ways of working.…”

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confidence: 99%

Connective Routines: How Medical Professionals Work with Safety Checklists

Kuiper¹

2018

P&P

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New standards like checklists are introduced to establish so-called "connective professionalism," but it is difficult to work with checklists in daily circumstances. Professionals might comply with standards, but they might also neglect or resist them. By linking the sociology of professions to routine theory, we develop a relational perspective on working with standards, which is sensitive to the actual usage of standards, not so much "by" but "in-between" professionals. We analysed whether and how checklists are part of daily professional routines. Our ethnographic data show that medical professionals pragmatically cope with checklists. They "tick boxes," but also use standards to improve case treatment, depending on the nature of cases, time pressure, and team composition. Connections between professionals not so much result from standards, but are a prerequisite for using standards. Professionals themselves rather than checklists establish collaboration, but checklists might be important devices for using "connective potential." Keywords: Professional work, surgery, standards, implementation, routines, copingThe past few decades, many scholars have emphasized that routines are crucial for how organizations accomplish their tasks (Cyert & March, 1963; Nelson & Winter, 1982). Routines are "recognizable, repetitive patterns of interdependent action carried out by multiple actors" that structure work and are a basic necessity to carry out complex work in organizations (Feldman, Pentland, D'Adderio, & Lazaric, 2016, p. 505;Feldman & Pentland, 2003;Novak et al., 2012). Routines were mostly associated with stability and inertia (Cyert & March, 1963; Nelson & Winter, 1982) but a more recent perspective in the literature explicitly focuses on routines as a source for coping with complexity and change (e.g., Becker et al., 2005, Feldman & Pentland, 2003Feldman et al., 2016;Parmigiani & Howard-Grenville, 2011).Building on this, studies paid explicit attention to how organizational routines are changed triggered by exogenous events (Nigam, Huising, & Golden, 2016). Fundamental transitions in the context of work, such as new governmental regulations, knowledge and technologies, client demands and budgetary restraint (for an overview see Noordegraaf, 2015;2016) explicitly affect work in professional service domains and urge professionals to adapt their ways of working.More specifically, the complex interplay of service pressures has made professional service delivery more multifaceted, and this calls for multi-professional action (Noordegraaf, 2011;2016 healthcare require cooperation between various professionals. They might come from different (sub)disciplines. Professionals need to find ways to organize collaboration and create new routines that are connective (Noordegraaf, 2016;Noordegraaf, Schneider, van Rensen, & Boselie, 2016;Noordegraaf, van der Steen, & van Twist 2014). Put differently, the "recognizable, repetitive patterns of interdependent action carried out by multiple actors" need to be reconfigu...

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“…Building on this, studies paid explicit attention to how organizational routines are changed triggered by exogenous events (Nigam, Huising, & Golden, 2016). Fundamental transitions in the context of work, such as new governmental regulations, knowledge and technologies, client demands and budgetary restraint (for an overview see Noordegraaf, 2015; explicitly affect work in professional service domains and urge professionals to adapt their ways of working.…”

Section: Marlot Kuipermentioning

confidence: 99%