Car crashes without cars: lessons about simulation technology and organizational change from automotive design
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cambridge, Mass.
MIT Press
2012
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| Schriftenreihe: | Acting with technology
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| Schlagworte: | |
| Beschreibung: | Print version record |
| Beschreibung: | 1 online resource (x, 334 pages) illustrations |
| ISBN: | 9780262305778 0262305771 |
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| 245 | 1 | 0 | |a Car crashes without cars |b lessons about simulation technology and organizational change from automotive design |c Paul M. Leonardi |
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| 505 | 8 | |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 | |
| 650 | 7 | |a TRANSPORTATION / Automotive / Repair & Maintenance |2 bisacsh | |
| 650 | 7 | |a COMPUTERS / Computer Simulation |2 bisacsh | |
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| 650 | 7 | |a Technology / Social aspects |2 fast | |
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Datensatz im Suchindex
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| any_adam_object | |
| author | Leonardi, Paul M. 1979- |
| author_facet | Leonardi, Paul M. 1979- |
| author_role | aut |
| author_sort | Leonardi, Paul M. 1979- |
| author_variant | p m l pm pml |
| building | Verbundindex |
| bvnumber | BV045344960 |
| collection | ZDB-4-ENC |
| contents | 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 |
| ctrlnum | (ZDB-4-ENC)ocn810933271 (OCoLC)810933271 (DE-599)BVBBV045344960 |
| dewey-full | 629.28/26 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 629 - Other branches of engineering |
| dewey-raw | 629.28/26 |
| dewey-search | 629.28/26 |
| dewey-sort | 3629.28 226 |
| dewey-tens | 620 - Engineering and allied operations |
| discipline | Verkehr / Transport |
| format | Electronic eBook |
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| id | DE-604.BV045344960 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T08:15:32Z |
| institution | BVB |
| isbn | 9780262305778 0262305771 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-030731663 |
| oclc_num | 810933271 |
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| physical | 1 online resource (x, 334 pages) illustrations |
| psigel | ZDB-4-ENC |
| publishDate | 2012 |
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| publisher | MIT Press |
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| series2 | Acting with technology |
| spelling | Leonardi, Paul M. 1979- Verfasser aut Car crashes without cars lessons about simulation technology and organizational change from automotive design Paul M. Leonardi Cambridge, Mass. MIT Press 2012 1 online resource (x, 334 pages) illustrations txt rdacontent c rdamedia cr rdacarrier Acting with technology Print version record 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 TRANSPORTATION / Automotive / Repair & Maintenance bisacsh COMPUTERS / Computer Simulation bisacsh Automobiles / Design and construction / Data processing fast Technology / Social aspects fast Automobiles Design and construction Data processing Automobiles Computer simulation Technology Social aspects Erscheint auch als Druck-Ausgabe Leonardi, Paul M., 1979- Car crashes without cars Cambridge, Mass. : MIT Press, 2012 9780262017848 |
| spellingShingle | Leonardi, Paul M. 1979- 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 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 TRANSPORTATION / Automotive / Repair & Maintenance bisacsh COMPUTERS / Computer Simulation bisacsh Automobiles / Design and construction / Data processing fast Technology / Social aspects fast Automobiles Design and construction Data processing Automobiles Computer simulation Technology Social aspects |
| title | Car crashes without cars lessons about simulation technology and organizational change from automotive design |
| title_auth | Car crashes without cars lessons about simulation technology and organizational change from automotive design |
| title_exact_search | Car crashes without cars lessons about simulation technology and organizational change from automotive design |
| title_full | Car crashes without cars lessons about simulation technology and organizational change from automotive design Paul M. Leonardi |
| title_fullStr | Car crashes without cars lessons about simulation technology and organizational change from automotive design Paul M. Leonardi |
| title_full_unstemmed | Car crashes without cars lessons about simulation technology and organizational change from automotive design Paul M. Leonardi |
| title_short | Car crashes without cars |
| title_sort | car crashes without cars lessons about simulation technology and organizational change from automotive design |
| title_sub | lessons about simulation technology and organizational change from automotive design |
| topic | TRANSPORTATION / Automotive / Repair & Maintenance bisacsh COMPUTERS / Computer Simulation bisacsh Automobiles / Design and construction / Data processing fast Technology / Social aspects fast Automobiles Design and construction Data processing Automobiles Computer simulation Technology Social aspects |
| topic_facet | TRANSPORTATION / Automotive / Repair & Maintenance COMPUTERS / Computer Simulation Automobiles / Design and construction / Data processing Technology / Social aspects Automobiles Design and construction Data processing Automobiles Computer simulation Technology Social aspects |
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