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Organizing Processes in Complex Activity Networks
Frank Blackler
Lancaster University, UK, f.blackler{at}lancaster.ac.uk
Norman Crump
Lancaster University, UK, n.crump{at}lancaster.ac.uk
Seonaidh McDonald
Sheffield University, UK, seonaidh.mcdonald{at}sheffield.ac.uk
This paper analyses practice as activity and develops a frame-work for analysing organizations as networks of activity systems. The approach is applied in a study of a high technology company. Key tensions in the organization are outlined and a comparative study of three strategy development teams is described. Activity theory provides the means to analyse organizations as distributed, decentred and emergent knowledge systems. It is suggested that the processes of `perspective making', `perspective taking' and `perspective shaping' are central to the integration of different expert groups that need to co-operate in the pursuit of multiple, perhaps competing, objectives.
Key Words: activity theory • business strategy • interactive social science • multidisciplinary teams • organizational analysis
Organization, Vol. 7, No. 2,
277-300 (2000)
DOI: 10.1177/135050840072005
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