Employees in many contemporary organizations work with flexible routines and flexible technologies. When those employees find that they are unable to achieve their goals in the current environment, ...how do they decide whether they should change the composition of their routines or the materiality of the technologies with which they work? The perspective advanced in this paper suggests that the answer to this question depends on how human and material agencies—the basic building blocks common to both routines and technologies—are imbricated. Imbrication of human and material agencies creates infrastructure in the form of routines and technologies that people use to carry out their work. Routine or technological infrastructure used at any given moment is the result of previous imbrications of human and material agencies. People draw on this infrastructure to construct a perception that a technology either constrains their ability to achieve their goals, or that the technology affords the possibility of achieving new goals. The case of a computer simulation technology for automotive design used to illustrate this framework suggests that perceptions of constraint lead people to change their technologies while perceptions of affordance lead people to change their routines. This imbrication metaphor is used to suggest how a human agency approach to technology can usefully incorporate notions of material agency into its explanations of organizational change.
This paper offers a theory of communication visibility based on a field study of the implementation of a new enterprise social networking site in a large financial services organization. The emerging ...theory suggests that once invisible communication occurring between others in the organization becomes visible for third parties, those third parties could improve their metaknowledge (i.e., knowledge of
who knows what
and
who knows whom
). Communication visibility, in this case made possible by the enterprise social networking site, leads to enhanced awareness of who knows what and whom through two interrelated mechanisms: message transparency and network translucence. Seeing the contents of other’s messages helps third-party observers make inferences about coworkers' knowledge. Tangentially, seeing the structure of coworkers' communication networks helps third-party observers make inferences about those with whom coworkers regularly communicate. The emerging theory further suggests that enhanced metaknowledge can lead to more innovative products and services and less knowledge duplication if employees learn to work in new ways. By learning vicariously rather than through experience, workers can more effectively recombine existing ideas into new ideas and avoid duplicating work. Moreover, they can begin to proactively aggregate information perceived daily rather than engaging in reactive search after confronting a problem. I discuss the important implications of this emerging theory of communication visibility for work in the knowledge economy.
The argument proffered in this paper is that use of enterprise social networking technologies can increase the accuracy of people’s metaknowledge (knowledge of “who knows what” and “who knows whom”) ...at work. The results of a quasi-natural field experiment in which only one of two matched-sample groups within a large financial services firm was given access to the enterprise social networking technology for six months revealed that by making people’s communications with specific partners visible to others in the organization, the technology enabled observers to become aware of the communications occurring amongst their coworkers and to make inferences about what and whom those coworkers knew based on the contents of the messages they sent and to whom they were sent. Consequently only individuals in the group that used the social networking technology for six months improved the accuracy of their metaknowledge (a 31% improvement in knowledge of who knows what and an 88% improvement in knowledge of who knows whom). There were no improvements in the other group over the same time period. Based on these findings, how technologically enabled “ambient awareness”—awareness of ambient communications occurring amongst others in the organization—can be an important antecedent for knowledge acquisition is discussed.
The goal of this study is to augment explanations of how newly implemented technologies enable network change within organizations with an understanding of when such change is likely to happen. ...Drawing on the emerging literature on technology affordances, the paper suggests that informal network change within interdependent organizational groups is unlikely to occur until users converge on a shared appropriation of the new technology's features such that the affordances the technology enables are jointly realized. In making the argument for the importance of shared affordances, this paper suggests that group-level network change has its most profound implications at the organization level when individuals use the same subset of a new information technology's features. To explore this tentative theory, we turn to a comparative, multimethod, longitudinal study of computer-based simulation technology use in automotive engineering. The findings of this explanatory case study show that engineers used the new technology for more than three months, during which time neither group experienced changes to their advice networks. Initially, divergent uses of the technology's features by engineers in both groups precluded them from being able to coordinate their work in ways that allowed them to structure their advice networks differently. Eventually, engineers in only one of the two groups converged on the use of a common set of the technology's features to enact a shared affordance. This convergence was necessary to turn the technology into a resource that could collectively afford group members the ability to compare their simulation outputs with one another and, in so doing, alter the content and structure of the group's advice network. The implications of these findings for the literatures on technology feature use, affordances, social networks, and post-adoption behaviors in organizations are discussed.
This paper compares two alternative theoretical foundations upon which the study of sociomateriality can be built: agential realism and critical realism. It begins by providing a brief overview of ...the sociomaterial perspective on organizational practices and considers why this perspective holds great appeal at this point in time. I then engage with Mutch's (2013) critique of the agential realist foundation upon which most current discussions of sociomateriality are constructed to highlight what practical problems are generated when authors attempt to map agential realism's philosophical discussion onto empirical phenomena. Next, I attempt to make explicit what Mutch leaves implicit in his paper: how building studies of sociomateriality on the theoretical foundation offered by critical realism can, potentially, overcome some of the practical problems created by a footing on agential realism. Finally, I push Mutch's arguments one step further to compare what practical consequences arise when researchers attempt to construct studies of sociomateriality on either of these two theoretical foundations. I suggest that there are important implications for what one can study, how one can study it, and how scholars can contribute to theory on technology and organizing based on the theoretical foundation they choose to build upon.
► Focuses on the philosophical underpinnings of sociomateriality. ► Compares critical realism to agential realism. ► Distinguishes between materiality and sociomateriality. ► Theorizes relationship between technology and organizational change.
Social media are increasingly implemented in work organizations as tools for communication among employees. It is important that we develop an understanding of how they enable and constrain the ...communicative activities through which work is accomplished because it is these very dynamics that constitute and perpetuate organizations. We begin by offering a definition of enterprise social media and providing a rough historical account of the various avenues through which these technologies have entered and continue to enter the workplace. We also review areas of research covered by papers in this special issue and papers on enterprise social media published elsewhere to take stock of the current state of out knowledge and to propose directions for future research.
This paper has three goals. The first is to understand why members of one organizational department are blind to the reasons why members of another department do not share their ideas for a new ...technology-what I call a "technology concept." The second is to understand what consequences this "innovation blindness" has for the development of technology concepts across organizational and occupational boundaries. The third is to uncover strategies organizations might use to successfully develop a new technological artifact from the technology concept even if innovators never understand the nature of their own blindness. To achieve these goals, I draw on research on organizational cultural toolkits to construct a framework suggesting that technology concepts frame cultural resources, which are then used to construct the very problems the technological artifact will be built to solve. From this perspective, culture does not directly shape technological artifacts. Rather, a technology concept activates culture as it draws frames around resources that will guide people's problem construction practices. By acting as a frame through which problems can be constructed, technology concepts play a key role in selecting the set of cultural resources that will be used to develop technological artifacts. I explore this framework through a qualitative study of computer simulation software in a major automotive engineering firm.
Research Summary: This study introduces the notion of attention allocation in networks to argue that individuals with different types of network structure produce good ideas via different pathways. ...Using survey data on communication networks at a software company, we find that people with highly constrained networks generate good ideas by following a logic of interrogation, by which they focus their attention on information from a particular contact. Conversely, individuals with less constrained networks produce good ideas by following a logic of recombination, whereby they divide their attention to information coming from across multiple contacts. The results show that in highly constrained networks, interrogation is a more reliable pathway to good ideas than recombination. We discuss the implications of these findings for behavioral strategy, social networks, and innovation. Managerial Summary: People can develop good ideas when they recombine diverse information inputs shared by non-redundant communication partners that span multiple local clusters. But, in an organization, most individuals are embedded in constrained networks of people who know each other and thus typically receive redundant information from work colleagues. This study suggests that they can innovate via a different pathway: through interrogation. We find that people who focus their attention on information coming from a particular person succeed at generating good ideas because they deeply interrogate local knowledge and develop domain-specific insights.
This study explores whether employees who have access to social media are more likely than employees who do not to develop shared cognition—similar perceptions of what and whom coworkers know. It ...also uncovers the behaviors associated with social media that allow employees to develop such shared cognition about their coworkers’ knowledge and social structures. I conducted a multimethodological, longitudinal field study of the use of one type of social media—a social networking site—by employees at a large financial services organization. In this paper, I draw on comparative data from two matched-sample groups within the same organization to show that users of the social networking site developed their cognition through three interrelated processes—network expansion, content integration, and triggered recalling. Because all members of the organization enacted this process with data from the same common pool (content on the social networking site), their cognitions became shared. A difference-in-differences estimation showed that shared cognition developed much more strongly over six months in the group that used the social networking site than the group that did not use it.
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