Conceptualization of actors’ emerging-object-of-activities as hidden exploitative resource for managing organizational change

Abstract

This paper discusses the concept of an “actor’s emerging-object-of-activity” and its potential use towards increased understanding and learning of the complexity of organizational change management in organizations. The argument that organizations, as activity systems, offers managers of organizational change an antidote to simplistic interpretations of the nature of individual knowledge and action, and organizational cultures and competencies was critically appraised. Paths for understanding the hidden challenges posed by actors’ emerging objects of activities” in the management of new organizational practices are hypothesized. It is concluded that by recognizing the importance of human interpretive activity to organizational change, the role of organizational influences in conditioning such interpretive activity will be understood and managed.<p>Validerad; 2011; 20110102 (mohami)</p