Car crashes without cars : lessons about simulation technology and organizational change from automotive design
Every workday we wrestle with cumbersome and unintuitive technologies. Our response is usually "That's just the way it is." Even technology designers and workplace managers believe that certain technological changes are inevitable and that they will bring specific, unavoidable organiz...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Leonardi, Paul M. - 1979- [verfasserIn] |
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| Format: |
E-Book |
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| Sprache: |
Englisch |
| Erschienen: |
Cambridge, Massachusetts: MIT Press ; c2012 |
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| Schlagwörter: |
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| Anmerkung: |
Includes bibliographical references and index. - Description based on PDF viewed 12/23/2015 |
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| Umfang: |
1 PDF (x, 334 pages) ; illustrations. |
| Beschreibung: |
Mode of access: World Wide Web. |
| Reihe: |
Acting with technology |
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| Links: | |
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| ISBN: |
978-0-262-30577-8 |
| Katalog-ID: |
1727348567 |
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| 520 | |a Every workday we wrestle with cumbersome and unintuitive technologies. Our response is usually "That's just the way it is." Even technology designers and workplace managers believe that certain technological changes are inevitable and that they will bring specific, unavoidable organizational changes. In this book, Paul Leonardi offers a new conceptual framework for understanding why technologies and organizations change as they do and why people think those changes had to occur as they did. He argues that technologies and the organizations in which they are developed and used are not separate entities; rather, they are made up of the same building blocks: social agency and material agency. Over time, social agency and material agency become imbricated--gradually interlocked--in ways that produce some changes we call "technological" and others we call "organizational." Drawing on a detailed field study of engineers at a U.S. auto company, Leonardi shows that as the engineers developed and used a a new computer-based simulation technology for automotive design, they chose to change how their work was organized, which then brought new changes to the technology.Each imbrication of the social and the material obscured the actors' previous choices, making the resulting technological and organizational structures appear as if they were inevitable. Leonardi suggests that treating organizing as a process of sociomaterial imbrication allows us to recognize and act on the flexibility of information technologies and to create more effective work organizations. | ||
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9780262305778 electronic 978-0-262-30577-8 (DE-627)1727348567 (DE-599)KEP055121632 (OCoLC)874328810 (MITPRESS)6354088 (EBP)055121632 DE-627 ger DE-627 rda eng 629.28/26 23 Leonardi, Paul M. 1979- verfasserin aut Car crashes without cars lessons about simulation technology and organizational change from automotive design Paul M. Leonardi Cambridge, Massachusetts MIT Press c2012 1 PDF (x, 334 pages) illustrations. Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Acting with technology Includes bibliographical references and index. - Description based on PDF viewed 12/23/2015 Every workday we wrestle with cumbersome and unintuitive technologies. Our response is usually "That's just the way it is." Even technology designers and workplace managers believe that certain technological changes are inevitable and that they will bring specific, unavoidable organizational changes. In this book, Paul Leonardi offers a new conceptual framework for understanding why technologies and organizations change as they do and why people think those changes had to occur as they did. He argues that technologies and the organizations in which they are developed and used are not separate entities; rather, they are made up of the same building blocks: social agency and material agency. Over time, social agency and material agency become imbricated--gradually interlocked--in ways that produce some changes we call "technological" and others we call "organizational." Drawing on a detailed field study of engineers at a U.S. auto company, Leonardi shows that as the engineers developed and used a a new computer-based simulation technology for automotive design, they chose to change how their work was organized, which then brought new changes to the technology.Each imbrication of the social and the material obscured the actors' previous choices, making the resulting technological and organizational structures appear as if they were inevitable. Leonardi suggests that treating organizing as a process of sociomaterial imbrication allows us to recognize and act on the flexibility of information technologies and to create more effective work organizations. Mode of access: World Wide Web. Technology ; Social aspects Automobiles ; Computer simulation Automobiles ; Design and construction ; Data processing 9780262017848 Erscheint auch als Druck-Ausgabe 9780262017848 https://ieeexplore.ieee.org/book/6354088 X:MITPRESS Verlag lizenzpflichtig ZDB-37-IEM 2012 GBV_ILN_22 ISIL_DE-18 SYSFLAG_1 GBV_KXP GBV_ILN_22_i22818 GBV_ILN_23 ISIL_DE-830 GBV_ILN_100 ISIL_DE-Ma9 GBV_ILN_370 ISIL_DE-1373 GBV_ILN_2015 ISIL_DE-93 BO 045F 629.28/26 22 01 0018 3848474654 olrm-h228-MITIEEE zi22818 03-02-21 23 01 0830 3957240158 olr-MIT i z 23-07-21 100 01 3100 4472467267 09 --%%-- eBook MIT Press --%%-- --%%-- OLR-MIT-CEC Vervielfältigungen (z.B. Kopien, Downloads) sind nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Keine Weitergabe an Dritte. Kein systematisches Downloaden durch Robots. z 30-01-24 370 01 4370 4011221554 olr-ebook mitieee Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Keine Weitergabe an Dritte. Kein systematisches Downloaden durch Robots. i z 01-12-21 2015 01 DE-93 3740749261 00 --%%-- --%%-- p --%%-- Campuslizenz l01 18-08-20 22 01 0018 Volltextzugang Campus https://ieeexplore.ieee.org/book/6354088 22 01 0018 Nur für Angehörige der Universität Hamburg: Volltextzugang von außerhalb des Campus http://emedien.sub.uni-hamburg.de/han/ieee/ieeexplore.ieee.org/book/6354088 23 01 0830 MIT Press EBook https://ieeexplore.ieee.org/book/6354088 100 01 3100 https://ieeexplore.ieee.org/book/6354088 100 01 3100 für Uniangehörige: Zugang weltweit http://han.med.uni-magdeburg.de/han/mitvia-ieee/ieeexplore.ieee.org/book/6354088 370 01 4370 E-Book: Zugriff im HCU-Netz. Zugriff von außerhalb nur für HCU-Angehörige möglich https://ieeexplore.ieee.org/book/6354088 2015 01 DE-93 https://ieeexplore.ieee.org/book/6354088 23 01 0830 2018-01805, 2018-01806, 2018-01808 22 01 0018 olrm-h228-MITIEEE 23 01 0830 olr-MIT 100 01 3100 OLR-MIT-CEC 370 01 4370 olr-ebook mitieee 370 01 4370 2021.12.01 |
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Leonardi, Paul M. |
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lessons about simulation technology and organizational change from automotive design |
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car crashes without carslessons about simulation technology and organizational change from automotive design |
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Car crashes without cars lessons about simulation technology and organizational change from automotive design |
| abstract |
Every workday we wrestle with cumbersome and unintuitive technologies. Our response is usually "That's just the way it is." Even technology designers and workplace managers believe that certain technological changes are inevitable and that they will bring specific, unavoidable organizational changes. In this book, Paul Leonardi offers a new conceptual framework for understanding why technologies and organizations change as they do and why people think those changes had to occur as they did. He argues that technologies and the organizations in which they are developed and used are not separate entities; rather, they are made up of the same building blocks: social agency and material agency. Over time, social agency and material agency become imbricated--gradually interlocked--in ways that produce some changes we call "technological" and others we call "organizational." Drawing on a detailed field study of engineers at a U.S. auto company, Leonardi shows that as the engineers developed and used a a new computer-based simulation technology for automotive design, they chose to change how their work was organized, which then brought new changes to the technology.Each imbrication of the social and the material obscured the actors' previous choices, making the resulting technological and organizational structures appear as if they were inevitable. Leonardi suggests that treating organizing as a process of sociomaterial imbrication allows us to recognize and act on the flexibility of information technologies and to create more effective work organizations. Includes bibliographical references and index. - Description based on PDF viewed 12/23/2015 |
| abstractGer |
Every workday we wrestle with cumbersome and unintuitive technologies. Our response is usually "That's just the way it is." Even technology designers and workplace managers believe that certain technological changes are inevitable and that they will bring specific, unavoidable organizational changes. In this book, Paul Leonardi offers a new conceptual framework for understanding why technologies and organizations change as they do and why people think those changes had to occur as they did. He argues that technologies and the organizations in which they are developed and used are not separate entities; rather, they are made up of the same building blocks: social agency and material agency. Over time, social agency and material agency become imbricated--gradually interlocked--in ways that produce some changes we call "technological" and others we call "organizational." Drawing on a detailed field study of engineers at a U.S. auto company, Leonardi shows that as the engineers developed and used a a new computer-based simulation technology for automotive design, they chose to change how their work was organized, which then brought new changes to the technology.Each imbrication of the social and the material obscured the actors' previous choices, making the resulting technological and organizational structures appear as if they were inevitable. Leonardi suggests that treating organizing as a process of sociomaterial imbrication allows us to recognize and act on the flexibility of information technologies and to create more effective work organizations. Includes bibliographical references and index. - Description based on PDF viewed 12/23/2015 |
| abstract_unstemmed |
Every workday we wrestle with cumbersome and unintuitive technologies. Our response is usually "That's just the way it is." Even technology designers and workplace managers believe that certain technological changes are inevitable and that they will bring specific, unavoidable organizational changes. In this book, Paul Leonardi offers a new conceptual framework for understanding why technologies and organizations change as they do and why people think those changes had to occur as they did. He argues that technologies and the organizations in which they are developed and used are not separate entities; rather, they are made up of the same building blocks: social agency and material agency. Over time, social agency and material agency become imbricated--gradually interlocked--in ways that produce some changes we call "technological" and others we call "organizational." Drawing on a detailed field study of engineers at a U.S. auto company, Leonardi shows that as the engineers developed and used a a new computer-based simulation technology for automotive design, they chose to change how their work was organized, which then brought new changes to the technology.Each imbrication of the social and the material obscured the actors' previous choices, making the resulting technological and organizational structures appear as if they were inevitable. Leonardi suggests that treating organizing as a process of sociomaterial imbrication allows us to recognize and act on the flexibility of information technologies and to create more effective work organizations. Includes bibliographical references and index. - Description based on PDF viewed 12/23/2015 |
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| title_short |
Car crashes without cars |
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