Expert Identity in the Science-Based Organizations

• In Event: Unpacking Expertise - I: Data, the Digital, and Organizations

Abstract

In the age of knowledge society the importance of expertise could hardly be overestimated. The exercise of expert knowledge determines not only the prosperity but the survival of contemporary organizations (Blackler, 1995). Experts become thus critical figures in organizational landscape and their expertise represents particular value. However, despite the frequent reference to the notion of expertise by STS scholars (Evans & Collins, 2008; Kurz-Milcke & Gigerenzer, 2004; Shapin, 2008) the field has very little to say about the identity of expert in the organizational context. Indeed, a considerable number of technological companies are striving to recognise and to value technical and scientific expertise. Most of them start with implementing the dual ladder career system (Allen & Katz, 1986; Shepard, 1958) that proposes two equivalent career paths (managerial and technical), thus creating the “expert” status as an alternative to the managerial one. Such an attribution of status initiates identity construction process for the concerned employees that could be quite challenging in the context where the managerial path remains “royal” way for career progression. Building on two longitudinal action research work in two science-based multinational organizations, this paper contributes to the understanding of identity construction processes for the newly created status of expert in private organizations. It analyzes the challenges of identity construction and identifies organizational factors that impact the emergence of such an identity as well as the possibility or impossibility for the actors to enact the status.

Authors

• Olga Lelebina, ISG International Business School

• Claire Picque, Université Paris-Dauphine, PSL University