This article analyses how non‐managerial professionals in public service organizations
experience the tension between managerial and professional institutional logics and …

In this chapter the authors focus on the role of power associated with microfoundations of
organizational hybridity. They develop a framework that illuminates how key sources of …

Purpose In many public sector reform processes, employees' roles as professional experts
are shifting toward more entrepreneurial and market-oriented roles, a change that entails a …

It is tempting to stick to traditional,'pure'images of professionalism—as the protected
treatment of complex cases—and to resist 'alien'intrusions, especially managerial …

Many professionals, especially organizational ones (managers, controllers, strategists), face
difficulties in organizing their professional fields. Work ambiguities and dependencies on …

There has been significant scholarly interest in organizational hybridity, the combination of
multiple institutional logics in one entity. However, the extant research has mainly studied …

Hybrid professional managers appear less effective in introducing management into public
professional settings than policymakers hope. To date, research has offered little …

Increasing marketization; policies which enhance and embrace the idea of multi-agency
collaborative working, and an economic climate in which the biggest spending cuts since the …

According to neo-institutional scholars, experts need to support decoupling, yet doing so
may be more or less subjectively understandable for those who are employed as experts …

This thesis examines the ways in which organizational members define what it means to
communicate professionally, the extent to which enacting professional identity reflects …