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This paper aims to examine the development of expertise in an applied discipline by addressing the research question: How is professional expertise developed in an applied profession?

Using a grounded theory methodology (GTM), nine technical-tax experts, and three experienced, non-expert tax professionals were interviewed regarding their experience in developing technical-tax expertise. Using GTM procedures, a core concept and variables (categories and properties of categories) were identified. A theory is advanced which explains the interaction of the core concept and the variables.

This theory proposes that expertise in applied disciplines occurs through years of engaging in the high-value, non-routine work. Professionals with an intelligence matched to the discipline and willingness to work hard are more likely to be successful in this non-routine work. Professionals who find the discipline fascinating and who revel in ambiguity are likely to repeatedly seek this non-routine work. Finally, professionals in organizations with complex client issues are more likely to have opportunities to engage in non-routine work.

This study proposed a theory related to a very specific profession – tax accounting. Future research would be appropriate to determine whether other applied disciplines have a similar dynamic in developing expertise.

Based on existing theories of expertise, this study developed a new theory of how professional expertise is developed in an applied discipline.

This paper seeks to develop understanding of how competent practitioners develop into experts through learning expert thinking processes and how knowledge management initiatives can be used to structure this development.

A literature review‐derived research model underpinned the semi‐structured interviews with 21 acknowledged experts from a wide variety of disciplines and sectors. A qualitative exploratory research design was used to study how the experts go about developing other professionals in the field through showing them how they learn themselves and making visible their own thinking processes. The implications for KM programs were developed in conjunction with KM practitioners.

The experts used various methods to make their thinking visible through demonstration of practice and direction of structured learning activities. KM's contribution to this form of expertise development lies in structuring approaches to making work in progress more visible (through technology and process) and through introducing a coaching framework that enables and supports reflection on practice.

The specific context of expertise development that has been studied is those situations where generalized principles and explicit knowledge cannot be readily captured in artifacts. Further research is needed to show how this can be combined with other approaches to developing and retaining expertise. Confirmatory research is also needed to refine and further validate the proposed recommendations for KM practice.

The paper prepares the ground for integrating an important aspect of expertise development within KM programs.

The paper extends KM's contribution to expertise retention and development to include structured support for the development of expert thinking processes.

The purpose of this paper is to theorize on the mechanisms underlying the development of entrepreneurial expertise. While prior studies have identified differences between the behavior of novice and expert entrepreneurs, the mechanisms that cause these differences have not received sufficient attention.

This paper systematically reviews the extant literature on entrepreneurial expertise and builds the conceptual framework by employing an action-control belief framework to propose mechanisms underlying the development of expert behavior.

This paper argues that differences in behavior between novice and expert entrepreneurs stem from self-perceptions of their ability to act. More specifically, stronger action-control beliefs encourage entrepreneurs to create new interpretations of the world over time; develop and use strategies that allow them to rely on perceived control over means and ends, their perceived capacity, and their agency; and hence behave more like experts.

This paper suggests that strategy, capacity, and control beliefs are key in individuals’ decisions of whether to engage in entrepreneurial action and that expert entrepreneurs hold stronger beliefs than novices. Positive experiences, particularly those associated with deliberate practice, contribute to developing these beliefs and, more broadly, to entrepreneurial expertise.

This paper proposes that the mechanism of transformation from novice to expert behavior can be attributed to positive changes in deeply held beliefs about strategy (i.e. possible means-ends frameworks), capacity (i.e. access to means), and control (i.e. perceived efficacy). Each of the beliefs can develop separately from others and at different pace. In other words, this work explains why novice and expert entrepreneurs behave differently.

This chapter uses the expertise literature (e.g., Ericsson et al., 2018; Ericsson & Pool, 2016) to explore ways that entrepreneurship education might be enhanced through the deliberate practice of specific entrepreneurial behaviors and cognitive skills. What is appealing about the use of expertise methods and theory is the application of very rigorous standards for improving behavioral and cognitive skills that are correlated to better outcomes. The authors suggest that an expertise approach challenges entrepreneurship educators to identify what aspects of the entrepreneurial process might be “deliberately practiced” and to consider modifying aspects of training entrepreneurs to better develop their entrepreneurial capabilities.

Organizational flexible integration capability equips organizations to deal with the whole range of problems presented by dynamic environments. Adopting the language of dynamic capability research we advance four components that constitute flexible integration capability. These are a dominant logic of opportunity, a wide variety of problem solving projects, the deployment of portable integration expertise, and organizational practices support the development of portable integration expertise. Of these four portable integration expertise is a purely individual level capability. Organization level flexible integration capability is founded on the development of portable integration expertise by individuals. Organizations can facilitate portable integration expertise by structuring careers, valuing long term goals and objectives, adopting knowledge management practices and being receptive to external sources of knowledge.

To function effectively, police must separate lies from truth. Police, ideally, would be experts at this task, yet there is debate surrounding whether expertise in detecting deception is possible. Drawing upon literature outside of deception detection, the purpose of this paper is to explore whether subjects making deception judgments can improve their performance.

The sample was 19 students from two graduate-level classes. Subjects viewed six sets of videos over eight weeks. The first five sets displayed individuals reporting whether they cheated on an exam. The sixth set displayed individuals reporting whether they had committed a (mock) robbery. After each video, subjects judged whether the videoed individual was truthful, and then the actual status was revealed.

Subjects’ accuracy improved consistently over the first five sets of videos; from about 69 percent accuracy to about 89 percent accuracy. However, the accuracy for the sixth set of videos dropped dramatically to 46 percent. The results indicate that expertise in deception detection may be possible, but is likely to be limited in terms of generalizability.

The actual environment of police investigations is more variable than the study’s setting. Future studies should integrate inaccurate and incomplete feedback, which are realistic characteristics of investigations.

The findings suggest that, like other areas of expertise, it may be possible to develop expertise in detecting deception through the use of deliberate practice with accurate feedback.

This study combines three literature-substantiated criteria for developing deception detection expertise. The study environment involved regularity. Subjects were deliberately practicing, and subjects received accurate feedback.

The ways in which expert workers differ from novices is principally in the amount of specific skills that they possess and the ways they have organized their knowledge. Highlights the advantages of aiming for expertise rather than competence. Also outlines the stages in the development of expertise. Provides examples from industry to show that occupational expertise is practical, informal in nature and only rarely, if ever, taught. Discusses implications for on‐the‐job training in major industries. Shows that expertise is based on case knowledge and problem solving.

Entrepreneurs can easily slide into severe economic crises (Fichman and Levinthal, 1991), in particular, in the first years after their founding. Additionally, research shows that entrepreneurs often lack a realistic evaluation of the entrepreneurial risks and barriers. Referring to research on cognitive and networked expertise (Ericsson et al., 2006; Hakkarainen et al., 2004), recognising and reflecting on potential failure may help to prevent or manage upcoming crises (Mitchell et al., 2008). Thus, this study aims to test whether assessing upcoming crises in a new venture varies along with the level of entrepreneurial expertise.

In a cross-sectional design with three subgroups (start-up consultants, entrepreneurs and students), this study evaluated critical incidents that have already been validated as likely to emerge in the post-formation phase (Heinrichs and Jäcklin, 2017). Entrepreneurial expertise was measured by seven indicators, chosen based on the approaches of cognitive and networked expertise.

By applying latent profile analyses, the participants were grouped along with these indicators of expertise in three levels. Analysis of variance showed significant differences amongst the profiles in perceiving critical incidents. Experts rated the incidents significantly higher than semi-experts and novices towards indicating financial risks (medium effect) and the probability that the entrepreneur could manage the upcoming crises (large effect).

The results call for developing and evaluating interventions, e.g. case-oriented entrepreneurship education courses (Heinrichs, 2016), that foster future entrepreneurs’ expertise in perceiving and managing entrepreneurial risks to prevent entrepreneurial failure.

Entrepreneurs can easily slide into severe economic crises (Fichman and Levinthal, 1991), in particular in the first years after founding. Additionally, research shows that entrepreneurs often lack a realistic evaluation of the entrepreneurial risks and barriers. Referring to research on cognitive and networked expertise (Ericsson et al., 2006; Hakkarainen et al., 2004), recognising and reflecting on potential failure may help to prevent or manage upcoming crises (Mitchell et al., 2008). Thus, this paper aims to test whether assessing upcoming crises in a new venture varies along with the level of entrepreneurial expertise.

In a cross-sectional design with three subgroups (start-up consultants, entrepreneurs and students), this study evaluated critical incidents that have already been validated as likely to emerge in the post-formation phase (Heinrichs and Jäcklin, 2017). Entrepreneurial expertise was measured by seven indicators, chosen based on the approaches of cognitive and networked expertise.

By applying latent profile analyses, the participants were grouped along these indicators of expertise in three levels. Analysis of variance showed significant differences among the profiles in perceiving critical incidents. Experts rated the incidents significantly higher than semi-experts and novices towards indicating financial risks (medium effect) and the probability that the entrepreneur could manage the upcoming crises (large effect).

The results call for developing and evaluating interventions, e.g. case-oriented entrepreneurship education courses (Heinrichs, 2016), that foster future entrepreneurs’ expertise in perceiving and managing entrepreneurial risks to prevent entrepreneurial failure.

The learning outcomes of this study include: recognizing the strategic inflexion points and related business and strategic perspectives in the life of an organization; understanding sources of sustained competitive advantage and connect it with resource-based view for internal analysis; applying dynamic capability theory to identify capabilities that help an IT company stay relevant in an IT sector characterized by VUCA (an acronym for volatility, uncertainty, complexity and ambiguity) environment; analyzing the multi-dimensional and multi-contextual challenge an organization faces, or is likely to face, in the foreseeable future and the possible ways it addresses or should address them; evaluating strategies adopted at various points of an organization’s journey for their effectiveness; and helping a company co-create value for its customers.

This case of Nitor Infotech Private Limited (Nitor), a mid-sized software product outsourcing company, outlines its decade-long journey, highlighting its achievements. While the company has consistently grown by leveraging its expertise in software product engineering and its domain knowledge in the healthcare segment, it entered into a stage of its life cycle where it had to develop a long-term strategy to effectively compete in the product engineering market. Nitor’s strategy was built around product engineering and outsourced product development. The two major choices for a software company were either to develop its own product and thereby own the intellectual property (IP) or to develop modules which would be part of a product that would be owned by a client. In the latter case, the IP would be held by the client. So far Nitor chose to follow the second option by developing components for its client’s products. Although this strategy allowed it to develop expertise in a particular domain, and serve different customers in a particular market, the chances of a competitor attacking its position was high. On the other hand, if it developed its own product, it can create its own brand name and can sell packaged software to several different customers. However, the challenge with the latter is that the cost of marketing could be very high. The choice for the company in the future is to decide on selecting a specific strategy to expand its international business.

This case is appropriate for an undergraduate and postgraduate management course in the area of strategic management. The level of difficulty can be from medium to high depending on the learning level. Knowledge of management fundamentals is not a prerequisite but is desirable for case analysis.

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CSS 11: Strategy