Toward a process and situated view of compromises

Anthony Hussenot
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Anthony Hussenot: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique

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Abstract: To understand how collaborative work practices emerge and evolve throughout activities, the purpose of this paper is to comprehend the making of compromises from a process view. Compromises are here understood as constantly evolving throughout activities. Design/methodology/approach: The author relies on the Actor-Network Theory to define two dynamics participating in the making of compromises: the translation and the association. These two dynamics are then illustrated with a case study about the development of a Human Resource Management device that took place in a bank in Luxembourg. From this case, the author focuses on the emergence of various compromises about the project's purpose. Findings: Based on the insights brought by the theoretical framework and case studies, compromise is understood as a temporary result of the translations and associations between humans and non-humans. Compromise is also anything that is shared by actors (meaning, categories, objectives, etc). that enables them to make their collective activity possible. This process view of compromises makes three contributions: it fully recognizes that compromise is not stable but situated in practices, it highlights the mediating role of compromises and it insists on the interrelation between compromises throughout the activity. Originality/value: The matter of compromise has mainly been studied from a moral standpoint as a stable agreement, whatever the context. This article also provides an alternative approach to understanding compromise as situated in practices.

Keywords: related areas; Compromises; Process studies; organization theories; Organizing; organizational behavior; strategic management (search for similar items in EconPapers)
Date: 2016
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Published in International Journal of Organizational Analysis, 2016, 24 (5), ⟨10.1108/IJOA-01-2015-0838⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01485870

DOI: 10.1108/IJOA-01-2015-0838

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