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dc.contributor.authorMissonier, Stéphanie
dc.contributor.authorHussenot, Anthony
dc.date.accessioned2010-11-04T15:25:19Z
dc.date.available2010-11-04T15:25:19Z
dc.date.issued2010-01
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/4991
dc.language.isoenen
dc.subjectOrganizational processesen
dc.subjectProcess analysisen
dc.subjectSocial interactionen
dc.subjectProblem solvingen
dc.subjectSociomaterialityen
dc.subject.ddc658.4en
dc.subject.classificationjelM12en
dc.subject.classificationjelO33en
dc.subject.classificationjelM54en
dc.titleA Deeper Understanding of Evolution of the Role of the Object in Organizational Process : the Concept of "Mediation Object"en
dc.typeArticle accepté pour publication ou publié
dc.contributor.editoruniversityotherNice Sophia-Antipolis;France
dc.description.abstractenThe purpose of the article is to analyze the different roles and natures of objects in organizational process. Furthermore, the concept of the mediation object is developed to understand how the objects help to structure interactions and collective activities over time. Design/methodology/approach – The article employs data from a case study (the Pupitre Virtuel) in order to highlight and illustrate the relevance of a process analysis of the roles and natures of objects. Findings – We demonstrate that the roles and natures of objects evolve over time through controversies and compromises. On the one hand, the evolution of interactions drives the evolution of the roles and natures of objects. On the other, the evolution of objects helps the actors to structure their interactions and activities. Originality/value - We argue that, rather than a static analysis, human-object interaction needs to be understood and observed through a process analysis, taking into account the evolution of objects and interactions. This article shows that mediation objects can play three roles – as carriers of controversies, of compromises, and of prescriptions - and that it can appear in one of three aspects - interpretable, modifiable, and non-interpretable/non-modifiable.en
dc.relation.isversionofjnlnameJournal of Organizational Change Management
dc.relation.isversionofjnlvol23en
dc.relation.isversionofjnlissue3en
dc.relation.isversionofjnldate2010-01
dc.relation.isversionofjnlpages269-286en
dc.relation.isversionofdoihttp://dx.doi.org/ 10.1108/09534811011049608en
dc.description.sponsorshipprivateouien
dc.relation.isversionofjnlpublisherEmeralden
dc.subject.ddclabelDirection d'entrepriseen


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