Three Lenses on Occupations and Professions in Organizations:<i>Becoming, Doing, and Relating</i>

Anteby, Michel; Chan, C. K.; DiBenigno, Julia

doi:10.5465/19416520.2016.1120962

Cited by 221 publications

(75 citation statements)

References 251 publications

(217 reference statements)

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“…The current literature on cross-occupational collaboration also describes occupation members as a unified group (Bechky, 2003b; Kellogg, Orlikowski, and Yates, 2006; Anteby, Chan, and DiBenigno, 2016). We demonstrate that within occupational groups working inside an organization, there can be heterogeneity in how committed occupation members are to using occupational knowledge, understandings of authority relations, and values in their work.…”

Section: Discussionmentioning

confidence: 99%

The Radical Flank Effect and Cross-occupational Collaboration for Technology Development during a Power Shift

Truelove¹,

Kellogg²

2016

Administrative Science Quarterly

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This 12-month ethnographic study of an early entrant into the U.S. car-sharing industry demonstrates that when an organization shifts its focus from developing radical new technology to incrementally improving this technology, the shift may spark an internal power struggle between the dominant engineering group and a challenger occupational group such as the marketing group. Analyzing 42 projects in two time periods that required collaboration between engineering and marketing during such a shift, we show how cross-occupational collaboration under these conditions can be facilitated by a radical flank threat, through which the bargaining power of moderates is strengthened by the presence of a more-radical group. In the face of a strong threat by radical members of a challenger occupational group, moderate members of the dominant engineering group may change their perceptions of their power to resist challengers' demands and begin to distinguish between the goals of radical versus moremoderate challengers. To maintain as much power as possible and prevent the more-dramatic change in engineering occupational goals demanded by radical challengers, moderate engineers may build a coalition with moderate challengers and collaborate for incremental technology development.Keywords: cross-occupational collaboration, coordination, adaptation and inertia in technology-based organizations, radical flank effect, power, conflict, intraorganizational power struggles Most technology-based organizations must at some point shift their focus from developing radical new technology to incrementally improving this technology over time, but the literature has not explored the challenges associated with 1 MIT Sloan School of Management this common transition or elaborated the mechanisms that facilitate it. Most research on technology development during organizational transitions has focused on how firms develop-or fail to develop-radical new technologies (e.g., Christensen and Bower, 1996;Tushman and O'Reilly, 1996;Tripsas and Gavetti, 2000). It assumes that the shift from a period of radical innovation to a period of more stable, incremental innovation, which happens in both incumbent firms and new entrants, is relatively straightforward. From a capability perspective, once a new technological trajectory has been identified, a firm's move from radical to incremental innovation should be relatively easy. Yet modifying an organization's initial innovative technology shifts the balance of power away from the engineering group, which may have long been dominant, toward challenger groups, such as the marketing group, that are better able to contribute to new demands, like satisfying the needs of mainstream customers (e.g., Burgelman, 1994;Christensen and Bower, 1996). In the midst of the power struggle that is likely to emerge between the dominant and the challenger occupational groups in such situations, the challenger group must persuade members of the dominant group to collaborate to accomplish incremental technology development...

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Section: Discussionmentioning

confidence: 99%

The Radical Flank Effect and Cross-occupational Collaboration for Technology Development during a Power Shift

Truelove¹,

Kellogg²

2016

Administrative Science Quarterly

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“…We define occupational stereotypes in accordance with He et al as "stereotypes about the specific professions or jobs that people hold, as well as the individuals who are employed in those occupations" (He et al, 2019, p. 2). These stereotypes might apply to individuals who self-identify or who are identified by others as practitioners of a specific occupation, to the actions that are required by an occupational role, and the structural and organizational systems upholding the occupation (Anteby et al, 2016). A rich pool of research exists to examine occupational stereotypes from many different theoretical perspectives (e.g., Abele & Petzold, 1998;Philbin, 2016;Rutjens & Heine, 2016).…”

Section: Occupational Stereotypesmentioning

confidence: 99%

Stereotype content of occupational groups in Germany

Friehs

Lukassowitz

Wagner

2022

J Applied Social Pyschol

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The stereotype content model (SCM) is a prominent model of social perception proposing two dimensions of evaluation: Warmth and competence. Occupational stereotypes have rarely been assessed in this model, especially in the German context, albeit their important impact on how individuals experience gainful occupation and navigate everyday social interactions. Responding to recent methodological critiques regarding the SCM's scale performance, we developed a context‐adapted, well‐performing German‐language SCM scale and assessed warmth and competence ratings of 13 occupational groups in a heterogeneous sample (N = 425). Using the alignment optimization procedure to allow for more reliable latent mean value comparisons, we found occupational stereotypes to differ substantially on both dimensions, with Firefighters presenting the most favorable and Politicians and Unemployed people showing the least favorable evaluations. We discuss our findings in terms of their content‐wise and methodological meaning as well as their implications for research and in occupational contexts.

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“…According to Sandholtz, Chung, andWaisberg (2019, 1350), 'establishing and defending a jurisdiction requires effort at two levels: the field level, where professionals engage in collective action to seek monopoly closure; and the organisational level'. Organizations represent critical sites for what Anteby, Chan, and DiBenigno (2016) term 'doing jurisdictions', the work of establishing and then extending claims over particular task areas and techniques. Following Barley and Tolbert (1991, 6), this might be understood in terms of the 'occupationalisation of organisations', a process which 'involves vesting authority over particular organisational functions or domains in established or fledgling occupational groups'.…”

Section: Re-stratification and The Development Of Hybrid Professional...mentioning

confidence: 99%

Hybrid professional managers in healthcare: an expanding or thwarted occupational interest?

Kirkpatrick

Altanlar

Veronesi

2021

Public Management Review

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Despite growing interest on the impact of hybrid professional manager roles in public sector organizations, less attention has focused on their population and whether they have advanced as an occupational interest. Using a longitudinal administrative dataset, we explore trends in the growth, characteristics and organizational positions of medical managers in the UK NHS. While they seem to have reinforced their position at the strategic apex of hospitals, especially those with elite status, there is little evidence of their ability to control the jurisdiction of management. This highlights the slow, uneven development of hybrid professional managers as an occupational interest.

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Three Lenses on Occupations and Professions in Organizations:Becoming, Doing, and Relating

Cited by 221 publications

References 251 publications

The Radical Flank Effect and Cross-occupational Collaboration for Technology Development during a Power Shift

The Radical Flank Effect and Cross-occupational Collaboration for Technology Development during a Power Shift

Stereotype content of occupational groups in Germany

Hybrid professional managers in healthcare: an expanding or thwarted occupational interest?

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