Sub-theme 43: Professional or Commercialized Expertise? The Consequences of Changing Sources of Advice for Public Organizational Performance and Policy Making ---> MERGED with sub-theme 48
Call for Papers
In recent decades we have seen a significant growth in the number and fields of experts offering services to organizations,
especially externally, but there are very few management and organization studies that explore this phenomenon and its consequences
for organizations and democratic societies (Furusten & Werr, 2017). Attention has been given to the rise of occupations
such as consultancy and other corporate professions (Hodgson et al., 2015) and of the role of procurement and outsourcing
in general (Furusten, 2018). A number of studies have also emphasized the struggle in established occupational fields between
professionalism and commercialism (e.g. Grey, 1998; Brint, 1994). So far, however, less focus has been directed to the consequences
for organizations and society of the rise in numbers of various cadres of commercially oriented “professionals” acting as
expert advisors.
Such a neglect is surprising for a number of reasons. Firstly, in the public sector especially,
where there are often traditions of pursuing non-commercial, democratic or bureaucratic logics, a shift to external and highly
marketized expertise has been controversial (Tomo, 2018). Of course, the established professions have always had occupational
interests, including commercial ones, which might conflict with those of their clients (Johnson, 1972). However, the decline
in internal staff numbers (including ‘staff professionals’) and the rise in new professions where competition or commercial
imperatives are more intense, has led some to claim that performance declines and democratic decision making is undermined
(Craig & Brooks, 2006; Kirkpatrick et al., 2019). This is most evident in the notion of ‘consultocracy’ which
has been the focus of research in policy studies and politics, but not organization studies. Here, the outcomes claimed include
the monopolization and privatization of knowledge, a weakening of accountability and strengthening of instrumental rationality
(Ylonen & Kuusela, 2018).
Relatedly and secondly, the neglect is surprising in that in the changing nature
of advice has been a focus of research in policy studies and politics for some time. Indeed, the concept of policy advisory
systems in different nations recently celebrated its 30th year. Here the externalization and de-/politicization of advice
to governments has been a concern, as well as mapping the different actors and changes therein (Craft & Halligan, 2017;
OECD 2017; Sturdy, 2018; see also Campbell & Pedersen, 2014, on knowledge regimes; Garsten & Sörbom, 2017, on think
tanks). In the context of management and organization studies, the focus on advice is more implicit, reflected in concerns
with (internal) issue selling and, in particular, knowledge flow. Here, there is some recognition of management knowledge
systems which map the different actors and relations between them (e.g., Suddaby & Greenwood, 2001; Engwall et al., 2016)
and similarly with occupations (Reed, 1996), but there is little attention to the outcomes. Thus, we might learn from policy
and political studies theoretically, but we also need to understand the empirical context.
In the audit
society and new public management movements, the role of traditional as well as of new “professionals” has changed. Auditors
are required for not only scrutiny of finances in organizations, but for quality assessment and sustainability reporting,
and other experts are called in to support with strategy development and diverse ‘business’ issues (Furusten & Werr, 2017).
Today we see, for example, healthcare organizations that put great trust in consultants and management concepts such as “value-based
health care”. We see politicians hiring McKinsey & Co to suggest national strategies for primary schools, we see universities
hiring trademark experts in management control, human resource management and leadership. We also see corporations and associations
putting great trust in analyses and advice from various categories of commercially operating “professional” service providers.
Who is trusted and seen as credible and legitimate is changing, and with it, elites, especially in transnational domains where
regulation may be more fluid (Seabroke & Tsingou, 2015; Wedel, 2017; Furusten & Werr, 2017).
While
processes of change, on the one hand, could provide opportunities for positive growth and expansion, the above mentioned processes
could also produce negative consequences (O’Mahoney & Sturdy, 2016). For instance, the repeated scandals related to the
collapses of relevant corporations (e.g. Enron, WorldCom, Parmalat) raised questions about the integrity of the accounting
profession and on how the audit work is carried out by the Big Four accounting firms with no substantial penalties (Carnegie
& Napier, 2010; Willmott & Sikka, 1997), as well as for the corporate governance structures and managerial competence
in these organizations. A current example is the heavily critizised use of consultants in processes behind building, planning
and running a new public university hospital in Stockholm where it is argued that international consultants have had greater
influence in the processes and forming the new professional practice than local medical professionals or politicians – consultocracy
in action? Are professional values only a façade to the development of commercial logics and what are the consequences for
ethics and efficiency?
We invite critical and constructive papers that theorize or study empirically the
processes through which individuals and organizations react, resist, engage, or cope with, the transformation of “professional
knowledge” to commercial expertise and/or its externalization. How do these processes become a site for developing a more
responsible, democratic and sustainable future for external commercialized professionals on the one hand and systems of governance,
management and internal professionals in organizations on the other.
We invite contributions that focus on
a wide range of issues, including, but not limiting to, the following:
Comparing the outcomes of internal and external professional advice
The effect of commercial imperatives on the nature and use of expertise in PSFs
Dynamics of power, acts of resistance and reaction in organizations “consuming” commercialized “professional” services
The effects of ongoing changes in regulatory approaches to as well established professions as new expert fields
The challenges for knowledge “consumers” and providers from the struggle between commercial and professional values
Processes of identification and strategies to cope with shifting identities in the professional context
How to develop accountable, democratic and/or sustainable models for professionalism and advice giving
Bridging studies from policy and politics with those in management and organizational studies
The role of professional associations and engagement with the transformation of professional values in these challenging (new) contexts
Historical and cross-national studies of management (and policy) advice regimes
The rise of experts in management, leadership, strategy, sustainability, recruiting, and the like, where traditional understandings of professional organization are absent or translated
References
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- Campbell, J.L., & Pedersen, O.K. (2014): “Knowledge Regimes and the National Origins of Policy Ideas.” In: J.L. Campbell & O.K. Pedersen: The National Origins of Policy Ideas. Knowledge Regimes in the United States, France, Germany, and Denmark. Princeton, NJ: Princeton University Press, chapter 1.
- Carnegie, G.D., & Napier, C.J. (2010): “Traditional accountants and business professionals: Portraying the accounting profession after Enron.” Accounting, Organizations and Society, 35 (3), 360–376.
- Craft, J., & Halligan, J. (2017): “Assessing 30 years of Westminster policy advisory system experience.” Policy Sciences, 50 (1), 47–62.
- Craig, D., & Brooks, R. (2006): Plundering the Public Sector. London: Constable.
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