Marlot Kuiper

52 Connective Routines Hybridization (and beyond?) A third and more recent theorization does not view managerial logics (with standardization and performance measurement) as opposed to professionalism, but considers professionalism as a mingling of the two logics. The notion of ‘hybridity’ was introduced (Denis et al., 2015; Faulconbridge & Muzio, 2008; Kirkpatrick, 2016; Noordegraaf, 2016) to describe a development in which notions of professionalism and managerialism coexist and co-penetrate each other (see also Evetts, 2011). This implies that Freidson’s description of professionalism as a third, separate logic, is no longer perishable. The logic of professionalism interferes with the logics of the market and the organisation. Hybridity then, can be understood as ‘meaningful practices’ in which treatment of individual cases co-exists with organisational goals like efficiency (Noordegraaf & Siderius, 2016). Classic professional values like personal case treatment and solidarity are maintained, while new demands like effectiveness and efficiency are simultaneously taken into consideration. This is what De Bruijn (2002) calls the ‘multi-value’ character of professional service delivery. A slightly different framing of ‘hybridity’ was introduced by Hendrikx en van Gestel (2017). Where the term hybrid professionalism originally has been used to describe a combination of professional work and management (Evetts, 2011; Kirkpatrick, 2016; Noordegraaf, 2016), Hendrikx and van Gestel (2017) see hybridity as ‘piling up’; as a result of a range of reforms, more and more professional roles have to be executed in the same occupation. They emphasize that new demands emerge on top of – and never in spite of - existing demands, and these might conflict as well. A general practitioner for example, is still expected to deliver tailored and personalized treatment, but it also has to be timely and effective. In recent work, Mirko Noordegraaf (2015) brings this theorization to a level beyond hybridity. He stresses hybridity is unavoidable and might be considered a valuable development, rather than a threat. Organisational and professional logics should no longer be considered opposed to each other, but naturally interwoven. In moving from hybrid professionalism towards ‘organising professionalism’, organising roles and capacities become embedded within professional action. A combination of different logics emerging within the same occupation is thus increasingly backed in the academic literature. Scholars move beyond notions of professionals as mere victims or strategic operators aiming to secure their