New public management and the professions within cultural organizations : one hybridization may hide another
By: KLETZ, Frédéric
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Contributor(s): HÉNAUT, Léonie | SARDAS, Jean-Claude.
Material type: 
ArticlePublisher: Los Angeles : SAGE, Mar. 2014Subject(s): Gestão de Pessoas | Reforma Administrativa | Comportamento OrganizacionalOnline resources: Acesso | Acesso International Review of Administrative Sciences 80, 1, p. 89-109Abstract: With the introduction into public organizations of management methods borrowed from the private sector, new public management often comes across as a factor that weakens professional autonomy. Cultural industry is no exception to this phenomenon, as demonstrated by the case of the facilitators or interpreters in France (médiateurs culturels). However, a careful study of the development of this occupation does reveal that, rather than a strict opposition between a professional logic and managerial logic, hybridization is possible. Indeed, professional groups can benefit from the establishment of methods that structure their activity and that take on board the dynamics of knowledge and career pathways
With the introduction into public organizations of management methods borrowed from the private sector, new public management often comes across as a factor that weakens professional autonomy. Cultural industry is no exception to this phenomenon, as demonstrated by the case of the facilitators or interpreters in France (médiateurs culturels). However, a careful study of the development of this occupation does reveal that, rather than a strict opposition between a professional logic and managerial logic, hybridization is possible. Indeed, professional groups can benefit from the establishment of methods that structure their activity and that take on board the dynamics of knowledge and career pathways
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