The Erosion of Expert Control Through Censure Episodes
The Erosion of Expert Control Through Censure Episodes
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谴责事件对专家控制的侵蚀
DOI：
10.1287/orsc.2014.0902
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发表时间：
2014
期刊：
影响因子：
--
通讯作者：
Ruthanne Huising
中科院分区：
文献类型：
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作者：
Ruthanne Huising
组织依赖专家来监督和执行复杂的任务。当管理者面临减少对专家依赖的压力时，他们会遇到一个控制悖论：他们要求专家解释作为其控制基础的知识和自由裁量方法，以削弱这种控制。专家很少同意这种情况;因此，试图减少对专家的依赖和控制他们的工作往往是愿望而不是实际。利用民族志的一个组织，是由政府机构要求转移专家的工作职责，整个组织的员工，本文介绍了如何网络的演员制定了一个话语，政治过程，重新谈判控制专家的工作实践。通过谴责事件，对长期以来基本上成功的专家做法逐一进行了审查，并重新贴上了与既定目标有关的问题标签。这些构建的违规行为使专家实践面临评估、质疑，并最终在组织内被取消合法性。这个过程依赖于引入新的角色，这些角色修改了依赖关系并产生了新的资源。本文有助于理解控制组织的理论如何新兴的，象征性的工作的谴责情节是一种手段，逐渐颠覆专家控制。此外，这些斗争被重新定义为多角色谈判，而不是双边管理者-专家斗争。
Organizations depend on experts to oversee and execute complex tasks. When faced with pressures to reduce their dependence on experts, managers encounter a control paradox: they require experts to explicate the very knowledge and discretionary approaches that are the basis of their control for the purpose of undercutting this control. Experts rarely consent to such a situation; therefore, attempts to reduce dependence on experts and control their work are more often aspirational than actual. Drawing on an ethnography of an organization that was required by a government agency to transfer the work responsibilities of experts to employees throughout the organization, this paper describes how a network of actors developed a discursive, political process to renegotiate control of expert work practices. Through censure episodes, long-standing and largely successful expert practices were examined one by one and relabeled as problematic in relation to established goals. The constructed breaches opened expert practices to evaluation, questioning, and eventual delegitimation within the organization. This process depended on the introduction of new roles that revised dependencies and generated new resources. This paper contributes to the understanding of control in organizations by theorizing how the emergent, symbolic work of censure episodes are a means of gradually subverting expert control. Further, these struggles are reconceptualized as multiple-role negotiations rather than bilateral manager-expert struggles.