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Article published In: Pragmatics and Society
Vol. 17:1 (2026) ► pp.1–23

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Both responsiveness and standardization

Constructing institutional realities in intermediate labor markets

ORCiD logo with link | Tampere University | Jamk University of Applied Sciences
 | Tampere University
 | University of California, MercedMerced
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Available under the Creative Commons Attribution (CC BY) 4.0 license.

For any use beyond this license, please contact the publisher at rights@benjamins.nl.

Open Access publication of this article was funded through a Transformative Agreement with Tampere University.

Published online: 3 March 2025
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https://doi.org/10.1075/ps.20061.tii
Abstract
Intermediate labor markets (ILM) aim to integrate disadvantaged individuals into labor markets by providing subsidized work opportunities. Using membership categorization analysis, we analyzed audio recordings of meetings where ILM professionals plan a new coaching model for a funding application. We examine the question: How do ILM professionals construct and navigate their institutional realities, i.e., their cultures-in-action, by constructing clienthood when planning the new model? We show how the coaches treat both responsiveness to clients’ individual needs and wants and client path standardization as essential elements in their work. However, the self-evident value of responsiveness is often talked into being when describing the plans at a general level; when discussing detailed plans, the extreme ends of client categories are talked into being. We discuss the possibility that emphasizing the extreme ends of clienthood may lead to leaving the variety of individual needs and wants aside in the planning of services.
Article outline
  • 1.Introduction
  • 2.Construction of clienthood as a window to institutional realities
  • 3.Research context, data, and methods
    • 3.1Research context
    • 3.2Data
    • 3.3Methods and the analytical process
  • 4.Analysis
    • 4.1Responsiveness to clients’ individual needs and wants as a self-evident value for coaches
    • 4.2Client path standardization as an essential way of organizing coaching
    • 4.3Extreme ends of client categories in detailed planning
  • 5.Discussion and conclusions
  • Acknowledgements
  • Notes
  • References
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