Professional Capital Contested: A Bourdieusian Analysis of Conflicts between Professionals and Managers

Abstract

Although Bourdieu paid scant attention to (and in fact discredited) the notion of professionalism, his social theory is well-equipped to understand the evolution of professional work. Professionalism can be conceived as a set of symbolic resources that (re)produce an occupational order, favoring expertise and craftsmanship. In neo-liberal economies this order is contested and professional powers are distrusted; professional work is seen as closed-off and conservative. Managers have become important vehicles for rationalizing and innovating production, and improving "value for money." In fact, managerial "fields" are created, and conflicts between managerial and professional fields are well documented. These conflicts are ironic, as new classes of managers seek classic strategies of professionalization as well as classic forms of professional capital for securing managerial positions. They form professional associations, for instance, and invest in schooling, credentials and work codes. This paper explores conflicts between professionals and managers as "contests over symbolic capital." We argue that professional capital is appropriated by managers in order to distinguish "new" from "old" professional work in larger economized fields of power.

Three Worlds of Professional and Managerial Staff in France

“…These individuals assert their (perceived) independence and neither want to be confused with the non-PMS, nor share their working conditions. Interestingly, no fundamental (Bourdieusian) class struggle 14 between management staff and professionals (Noordegraaf and Schinkel, 2011) is reflected in our research typology. This argument could lead to the assumption that these two main components of the social category of PMS do not represent potential break lines.…”

When will we ever learn ?

“…In PMSs dealing with the fulfi lment of welfare policy management, professions and auditing units with obligations other than welfare professional core activities usually grow and gain infl uence and power (e.g. Power 2003, Lapsley 2008Evetts 2009;Noordegraaf and Schinkel 2011). Th ese new management professions tend to treasure and promote the value of effi ciency to a higher degree than traditional professions and public bureaucrats.…”

Medical professionals’ responses to a DRG performance management system for hospital care in the Netherlands. Reinterpreting ‘perverse effects’, such as upcoding and patient selection, using arguments of professionalism and managerialism

“…Whereas performance management systems focus primarily on managerial objectives at the system level, the professional process mainly rests on decisionmaking and outcomes at the client or case level (Løwendahl, Revang and Fosstenløkken 2001, Van Damme, Kober and Kegels 2008, Noordegraaf and Schinkel 2011. A third cause of conflict concerns different types of incentives that apply to professional performance.…”

“…This suggests that unintended responses are not necessarily opportunistic, financially driven, and dysfunctional. They can be instrumental in safeguarding professional values as well (Freidson 2001, Noordegraaf and Schinkel 2011, Tummers 2012. Thus, while unintended responses to performance management systems might be driven by opportunism and financial motivations, they may also stem from value-based motivations.…”