Managing creative expert organizations from the middle managers' viewpoint: case public research organization

How are creative expert organizations managed today and how could they be managed more feasibly? These questions are widely seen as important but so far only few answers or practical improvements have been presented. Current research on leadership, change and strategy and case studies made in different knowledge based expert organizations have shown that the worlds of top management and expert groups seem to differ notably from each other. So far as this difference is not sufficiently recognized, understanding organizational challenges in expert organizations remains poor and consequential problems cannot be dealt enough. It would seem that more advanced dialogue and new structural practises are needed.