Previous research into the profiles of analysts and programmers has tended to present their attributes as virtually mutually exclusive and, in particular, has established a stereotype which favours the analyst for development as a manager. This view, historically reified through the division of labour between analysts and programmers and reinforced by the dual-track career paths of many organizations, intensifies the problems which technical staff experience when attempting to develop their potential. Using information from a case study conducted during 1989–1990 this paper proposes that the research profiles have become legitimized and reproduced at organizational level despite evidence of their inappropriateness. The relationship between management practice and documented theory has conspired to produce a self-fulfilling prophecy. However, the methodological basis of previous research is questionable and by recognizing these short-comings (compounded over a period of over 20 years) it becomes possible to critically re-evaluate beliefs about analysts and programmers. The paper argues for a more positive view of programmers and a more appropriate career structure for technical staff.
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