LEADER 04352nam 2200721 450 001 9910461970903321 005 20200520144314.0 010 $a1-283-58722-X 010 $a9786613899675 010 $a0-262-30577-1 024 8 $a9786613899675 035 $a(CKB)2670000000241509 035 $a(EBL)3339492 035 $a(SSID)ssj0000711073 035 $a(PQKBManifestationID)11494859 035 $a(PQKBTitleCode)TC0000711073 035 $a(PQKBWorkID)10693398 035 $a(PQKB)11403308 035 $a(MiAaPQ)EBC3339492 035 $a(CaBNVSL)mat06354088 035 $a(IDAMS)0b00006481b4da46 035 $a(IEEE)6354088 035 $a(OCoLC)810933271 035 $a(MdBmJHUP)muse24562 035 $a(OCoLC)810933271$z(OCoLC)812251436$z(OCoLC)939263811$z(OCoLC)961485455$z(OCoLC)962614010$z(OCoLC)1055372916$z(OCoLC)1066436382$z(OCoLC)1081190286 035 $a(OCoLC-P)810933271 035 $a(MaCbMITP)9294 035 $a(Au-PeEL)EBL3339492 035 $a(CaPaEBR)ebr10597104 035 $a(CaONFJC)MIL389967 035 $a(OCoLC)939263811 035 $a(EXLCZ)992670000000241509 100 $a20151223d2012 uy 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aCar crashes without cars $elessons about simulation technology and organizational change from automotive design /$fPaul M. Leonardi 210 1$aCambridge, Massachusetts :$cMIT Press,$dc2012. 210 2$a[Piscataqay, New Jersey] :$cIEEE Xplore,$d[2012] 215 $a1 online resource (345 p.) 225 1 $aActing with technology 300 $aDescription based upon print version of record. 311 $a0-262-01784-9 320 $aIncludes bibliographical references and index. 327 $aPerceptions of inevitability -- Toward a theory of sociomaterial imbrication -- Crashworthiness analysis at autoworks -- Developing problems and solving technologies -- Articulating visions of technology and organization -- Interpreting relationships between the social and the material -- Appropriating material features to change work -- Organizing as a process of sociomaterial imbrication. 330 $aEvery workday we wrestle with cumbersome and unintuitive technologies. Our response is usually "That's just the way it is." Even technology designers and workplace managers believe that certain technological changes are inevitable and that they will bring specific, unavoidable organizational changes. In this book, Paul Leonardi offers a new conceptual framework for understanding why technologies and organizations change as they do and why people think those changes had to occur as they did. He argues that technologies and the organizations in which they are developed and used are not separate entities; rather, they are made up of the same building blocks: social agency and material agency. Over time, social agency and material agency become imbricated--gradually interlocked--in ways that produce some changes we call "technological" and others we call "organizational." Drawing on a detailed field study of engineers at a U.S. auto company, Leonardi shows that as the engineers developed and used a a new computer-based simulation technology for automotive design, they chose to change how their work was organized, which then brought new changes to the technology.Each imbrication of the social and the material obscured the actors' previous choices, making the resulting technological and organizational structures appear as if they were inevitable. Leonardi suggests that treating organizing as a process of sociomaterial imbrication allows us to recognize and act on the flexibility of information technologies and to create more effective work organizations. 410 0$aActing with technology. 606 $aAutomobiles$xDesign and construction$xData processing 606 $aAutomobiles$xComputer simulation 608 $aElectronic books. 615 0$aAutomobiles$xDesign and construction$xData processing. 615 0$aAutomobiles$xComputer simulation. 676 $a629.28/26 700 $aLeonardi$b Paul M.$f1979-$01055228 801 0$bCaBNVSL 801 1$bCaBNVSL 801 2$bCaBNVSL 906 $aBOOK 912 $a9910461970903321 996 $aCar crashes without cars$92488484 997 $aUNINA