Julia Evetts

Bio: Julia Evetts is an academic researcher from University of Nottingham. The author has contributed to research in topics: Professional association & Promotion (rank). The author has an hindex of 27, co-authored 53 publications receiving 5419 citations.

The Sociological Analysis of Professionalism Occupational Change in the Modern World

Abstract: The paper analyses and explains the appeal of the concepts of profession and professionalism and the increased use of these concepts in different occupational groups, work contexts and social systems. The paper begins with a brief preliminary section on defining the field where it is suggested that a shift of focus is required from a preoccupation with defining `profession' to analysis of the appeal to `professionalism' as a motivator for and facilitator of occupational change. Then the paper examines two past, alternative and contrasting, sociological interpretations of professionalism (as normative value system and as ideology of occupational powers). In the third section the paper argues that, in the 1990s, a third interpretation has developed which includes both normative and ideological elements. Sociologists have returned to the concept of professionalism in attempts to understand occupational and organizational change and the prominence of knowledge work in different social systems and global econo...

A new professionalism? Challenges and opportunities:

Abstract: Sociologists interested in professional work and occupations have differentiated professionalism as a distinctive and special way of controlling and organizing work and workers, with real advantage...

Professionalism: Value and ideology

Abstract: Professionalism is a key concept in the sociologies of work, occupations, professions and organizations. But professionalism is changing and being changed. The article considers the different ways ...

New Professionalism and New Public Management: Changes, Continuities and Consequences

Abstract: The links between New Public Management (NPM) and the possible emergence of a new and different form of professionalism raise interesting and challenging questions for sociologists of professional groups. In this paper, an ideal-type (organizational/occupational professionalism) is used to examine the links between NPM and professionalism in the contexts of the public services of western post-industrial societies. Then the changes to and the continuities in professionalism in these organizational contexts and with NPM are indicated. The discussion section examines some of the consequences of the changes in professionalism for practitioner workers and their clients in public service sector work.

Research Methods in Education

Abstract: Part One: The Context Of Educational Research Part Two: Planning Educational Research Part Three: Styles Of Educational Research Part Four: Strategies And Instruments For Data Collection And Researching Part Five: Data Analysis

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

Theorizing Change: The Role of Professional Associations in the Transformation of Institutionalized Fields

Abstract: This study examines the role of professional associations in a changing, highly institutionalized organizational field and suggests that they play a significant role in legitimating change. A model...

The World Is Flat: A Brief History of the Twenty-First Century

Abstract: The World is Flat: A Brief History of the Twenty-First Century Thomas L. Friedman Farrar, Straus and Giroux, 2005 Thomas Friedman is a widely-acclaimed journalist, foreign affairs columnist for the New York Times, and author of four best-selling books that include From Beirut to Jerusalem (1989). His eminence as a journalist is clearly demonstrated in the way he prepared for The World is Flat. He traveled throughout the world, interviewing in depth the political and business leaders who have the most direct, hands-on knowledge of the truly incredible developments occurring in the business structures and technology of globalization. Only a journalist who moves freely at the highest levels could interview the likes of Sir John Rose, the chief executive of Rolls-Royce; Nobuyuki Idei, the chairman of Sony; Richard Koo, the chief economist for the Nomura Research Institute; Bill Gates of Microsoft; Wee Theng Tan, the president of Intel China; David Baltimore, president of Caltech; Howard Schultz, founder and chairman of Starbucks; Nandan Nilekani, CEO of Infosys in Bangalore - and many others, each of whom gave him the inside story of how, specifically, the barriers of time and space separating economies, workforces, sources of capital, and technical abilities are crumbling. The result of this unfolding story, already far along but with much farther to go, according to Friedman, is that "the world is flat." With some notable exceptions in sub-Saharan Africa and the Islamic swathe, everything is connected with everything else on a horizontal basis, with distance and erstwhile time-lags no longer mattering. Friedman describes in detail the galloping globalization that has unfolded in even so limited a time as the past five years. Under the impetus of a worldwide network of interconnectivity, the world economy is much-changed from what it was at the turn of the century a mere half-decade ago. Friedman quotes the CEO of India's Infosys: "What happened over the last [few] years is that there was a massive investment in technology, especially in the bubble era, when hundreds of millions of dollars were invested in putting broadband connectivity around the world, undersea cables," while (Friedman paraphrases him) "computers became cheaper and dispersed all over the world, and there was an explosion of software - e-mail, search engines like Google, and proprietary software that can chop up any piece of work and send one part to Boston, one part to Bangalore, and one part to Beijing...." Microprocessors today have 410 million transistors compared to the 2800 they had in 1971. And now, "wireless is what will allow you to take everything that has been digitized, made virtual and personal, and do it from anywhere." The effect on productivity is revolutionary: "It now takes Boeing eleven days to build a 737, down from twenty-eight days just a few years ago. Boeing will build the next generation of planes in three days, because all the parts are computer-designed for assembly." The most strikingly informative aspect of this book, however, is not about technology. Most especially, Friedman explores the rapidly evolving global business systems, each constantly regenerating itself to keep ahead of the others. These are systems that span the continents seeking the lowest-cost providers of everything from expert scientific and engineering work to the lowliest grunt work. Friedman points out that India produces 70,000 accounting graduates each year - and that they are willing to start at $100 a month. It is no wonder that Boeing employs 800 Russian scientists and engineers for passenger-plane design when "a U.S. aeronautical engineer costs $120 per design hour, a Russian costs about one-third of that." Friedman describes a call center in India where outbound callers sell "everything from credit cards to phone minutes," while operators taking inbound calls do "everything from tracing lost luggage for U.S. and European airline passengers to solving computer problems for confused American consumers. …