Managerial Control versus Professional Autonomy in Organizational Change: Tearing Down the Walls and Fighting Fire with Fire

Abstract

Professional autonomy and managerial control do not go well together. This article is a longitudinal analysis of a restructuring process at a Norwegian hospital. The aim is to shed light on the process factors underlying the conflict between professionals and managers in the context of organizational change. Previous literature on institutional change describes the conflict between managers and professionals as a battlefield with potential collaboration at the micro level. Based on the findings, it is argued that a more adept picture is to understand it in the light of a professional system. When challenged by new structures, the professionals in this case sought to recuperate its boundaries. The imposed change ignited a turf war between the different communities. While control may oppose professional autonomy, coordination may oppose professionals' needs to be unique and incomparable. The findings are relevant for future change programmes where managers need to collaborate with professionals.