Technology Is a Rather Social Than a Physical Object
Autor: imateska • June 10, 2015 • Article Review • 547 Words (3 Pages) • 882 Views
Paper addressed:
Barley, S. R. (1986), Technology as an occasion for structuring: evidence from observations of CT scanners and the social order of radiology departments, Administrative Science Quarterly, 31: 78-108
Research problem / question:
The author starts from the notion that technology is a rather social than a physical object, and that organizational structure is rather a dynamic process, than a fixed entity. Based on this, the paper investigates how same new technologies alter similar organizational structures in different ways, by influencing the social system in an organization (institutional roles and patterns of interaction).
Central framework / theory that is proposed:[pic 1]
In order to map the evolution of an organizational structure influenced by exogenous change (i.e. technological innovation), the author uses the Sequential model of structuring.
In this model, the institutional realm represents an organizational framework of relationships derived from past practice. On the other end, the realm of action refers to the actual arrangements and interactions of people, objects and events. The T1, T2 and T3 are the different phases through which an organization passes due to exogenous or strategic change. Each phase is followed by set of repeated patterns of action and interaction (scripts) that: (1) define the essence of actors’ roles; and (2) act as mediator between the institutional realm and the realm of action. Thus, when an exogenous change is introduced, it disturbs or approves the patterns of action, and therefore changes or confirms the scripts, which in turn influence the organizational institutional structure.[pic 2]
Method:
The hypothesis that identical technologies can occasion similar dynamics and yet lead to different structural outcomes is investigated through a case study on radiology departments in two different hospitals, which implement CT scanners. The observations recorded from a 1-year study in the two hospitals, are interpreted through the sequential model of structuring resulting in two phases and 6 scripts for hospital A and 4 phases and 8 scripts for hospital B. The scripts are evaluated qualitatively (equipped with meaning) and their pattern is analyzes quantitatively to interpret how organizations have changed over time.
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