A deeper understanding of evolution of the role of the object in organizational process: the concept of "Medation Object"

Anthony Hussenot () and Stéphanie Missonier ()
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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
Stéphanie Missonier: GREDEG - Groupe de Recherche en Droit, Economie et Gestion - UNS - Université Nice Sophia Antipolis (1965 - 2019) - CNRS - Centre National de la Recherche Scientifique

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Abstract: Purpose - The 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 help 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.

Keywords: Organizational processes; Process analysis; Social interaction; Problem solving (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (1)

Published in Journal of Organizational Change Management, 2010, pp.269-286

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00636897

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