Technology and Culture 42.4 (2001) 710-736
In November 1956, Paul Armer went before an audience of data processing managers to expound upon the virtues of cooperation. Armer was one of the founders of Share, a computer user group made up of customers of the International Business Machines Corporation (IBM). Share was indeed a cooperative organization, if a somewhat curious one. The idea to create the first nationwide computer user group originated with a group of computing center directors intent on improving the operations of their own facilities. They envisioned an organization that could set technical standards, and much more: among their concerns were a shortage of skilled programmers, high labor costs, and, most important, the inefficiency inherent in the fact that firms that had purchased an IBM mainframe still had to write their own programs to perform basic computing functions, a situation that resulted in a massive duplication of programming effort.
Share's most important work took place between 1955 and 1958, at a time when scientific and engineering installations still made up the majority of customers for IBM's new computers. The group was created just ten years after the first electronic computer was built, two years after the release of IBM's first mainframe, and a year or two before the release of Fortran. At the time, many groups, both within and without the universities, were beginning to articulate new programming techniques. Share's principal contributions lay in developing early operating procedures, operating systems, and a body of knowledge that would become known as systems programming. Equally important, Share gave a group of early programmers a forum for establishing their work as a new field of knowledge, a body of practice, and a nascent profession. Share appealed to voluntarism to justify what was, in effect, a collaboration among some highly competitive American corporations. Its organizers made decisions that reveal the broader entanglements among esoteric knowledge, institutional loyalties, and professionalization strategies, all within the larger context of a technology-driven cold war economy.
The early history of Share provides an opportunity to reexamine traditional narratives of professionalization. The group's unusual mission and makeup remind us that professionalization involves historically specific strategies. Antecedent technical practices, the institutional dispersion of knowledge, and expectations about corporate propriety all influenced how computer programmers pursued the goal of professional status. So did the cold war economy, especially a labor market that allowed young men in search of upward mobility to turn to technical careers. This study also pays close attention to Share's organizational tactics in order to reveal the contingencies of professionalization. It is significant, for instance, that Share's founders did not set out to establish a professional society; rather, they sought a collaboration that would reduce their programming costs. In the end, Share emerged as an important intermediary between IBM and its end users. The organization was forced into an ambiguous position as both a corporate collaboration and a voluntary society in order to secure resources for its efforts. Institutional commitments and loyalties would eventually limit the scope of Share's activities, reproducing a limited path to professionalization similar to that pursued by engineers. Nevertheless, this article embraces what sociologists call a process-oriented approach to the study of professionalization in order to weigh what was and was not determined about the computer programmer's opportunities.
Finally, in this account technical knowledge emerges as an important site for reworking the social relations through which new professions emerge. How does a group of specialists go about constructing its initial occupational identity? As was the case with so many postwar areas of expertise, computer programming drew its recruits from a variety of established occupations. One of the goals of an organization such as Share was to resolve competing claims of competence by establishing a coherent set of occupational identities. Technical knowledge provided an organizing principle around which to construct these new identities. Share mediated the process both by advancing certain kinds of knowledge and by deciding what groups could go on to claim professional competence. Moreover, the distinctions that Share helped to establish between operators and programmers, programmers and end users, and systems and applications programmers would continue to...