The 1980s and 1990s have seen the break-up of conventional approaches to the management of professional expertise. Central Research and Development and technical functions have been demerged, established career structures torn down, and professionalism itself has come under attack. This book surveys these shifts in the management of expertise by presenting empirical findings from both manufacturing and service industries and occupations as diverse as management consultants, IT workers and NHS doctors. It finds that there are commonalities of experience between these different groups, and that a focus on expertise itself - rather than on the experts themselves, or on their professional pretensions - is crucial to understanding the scope and limits of managerial action.

Autorentext
HARRY SCARBROUGH is a Lecturer in Industrial Relations at Warwick Business School, University of Warwick.

Inhalt

Introduction; H.Scarbrough.- PART 1: SOCIETAL PERSPECTIVES ON EXPERTISE.- Understanding and Managing Expertise; H.Scarbrough.- Is it Hard Times for the Salariat?; G.Burrell.- Consultancy Expertise: A Post-Modern Perspective; B.Baxter.- PART 2: EXPERTISE AND TECHNOLOGICAL INNOVATION.- Designing Jobs with Advanced Manufacturing Technology: The Negotiation of Expertise; J.M.Corbett.- Professional Associations and the Management of Expertise; J.Swann.- Strategic IT in Financial Services: The Social Construction of Strategic Knowledge; H.Scarbrough.- PART 3: INSTITUTIONAL CHANGE AND THE MANAGEMENT OF EXPERTISE.- Information Systems for Knowledge Management; H.Scarbrough.- Beleaguered Professionals: Clinicians and Institutional Change in the NHS; L.Ashburner & L.Fitzgerald.- Commodifying Professional Expertise: IT in Financial Services; H.Scarbrough.