The concept of professionalism and the management of salaried technical professionals: A cross‐national perspective

Abstract

Abstract Based on a conceptual cross‐national framework, the authors demonstrate how differences in a nation's prevailing beliefs about professionalism can affect national practices in managing technology and technical professionals. In the United States, the notion of professionalism has led in some cases to vertical polarization within the firm, a lack of adequate technical training among managers, an overuse of operational control of professionals, an over‐emphasis on breakthrough technology, and a de‐emphasis on practical production technologies. The authors conclude that a balanced view of professionalism can enhance a nation's competitive position.