Hester Paanakker

of craftsmanship and how this should be achieved. Bureaucrats are said to adhere to professional norms when making their decisions and developing their attitudes towards policies (S. C. Andersen & Jakobsen, 2016; Teodoro, 2014). According to Andersen, the sociology of professions starts with the necessity of professional convergence because this will guarantee professional behavior in line with the established professional quality standards: “the existence (and enforcement) of formal and informal professional norms is an important part of being a profession” (2009, p. 82) as it “will lead professionals from the same occupation to behave and perform similarly, regardless of their sector and incentives” (2009, p. 80). Extensive professional socialization may create homogenization effects that cause normative isomorphism within and among professional organizations and converge organizational values and behaviors (Teodoro, 2014). Another converging effect stems from the organizational consolidation of professional norms. When professional norms become heavily institutionalized, this may cause managers and professionals alike to develop a shared organizational identity (L. B. Andersen & Pedersen, 2012). This would suggest many similarities in craftsmanship views throughout a given institutional hierarchy, especially considering the blurring of responsibilities when street-level professionals move into positions of (middle or even higher) management. Scholarly studies on organizational values indicate how this logic of professional convergence may be extended beyond the norms – and the skills, knowledge and practices associated with those norms – to include associated values . Organizational values have an important role in internal integration, but also in external representation and performance (Schein, 1985; Weiner, 1988), for instance in the interaction with clients or citizens. Through processes of attraction, selection and socialization, employees adjust to and are actively integrated by organizations, revealing a tendency to unify the preferences and motivations of employees throughout the organization and to align employee values with organizational goals (Kjeldsen, 2014; Moyson et al., 2018). Such value alignment holds important implications for the organization’s strength and effectiveness (Jensen, Andersen, & Jacobsen, 2018). According to Paarlberg and Perry (2007, p. 390): 99 Comparing Perceptions of the Frontline Craft