Affiliation:
1. Lancaster University, UK,
2. Sheffield University, UK,
Abstract
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.
Subject
Management of Technology and Innovation,Strategy and Management,General Business, Management and Accounting
Cited by
173 articles.
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