THE MANAGEMENT DEVICE IN THE BLIND SPOT TO RESISTANCE TO CHANGE

Abstract

The exploration of the role of the resistance of nonhuman actors within the framework of organisational change is an emerging research topic. This paper
aims to deepen understanding of non-human actors’
roles in resistance to change. Applying ActorNetwork-Theory, we attempt to open the black box
of the management device with a view to analysing
the resistance of non-human actors. reflecting
Actor-Network Theory principles, the article is
based on a longitudinal case study of the introduction of an employee driven innovation approach in a
European telecoms company. We show that resistance to change on the part of non-human actors is
linked to the inter-relations between human and
non-human actors within the management device
supporting employee driven innovation. We identify
three types of resistance associated either with
unthought or conceptually flawed aspects of managerial artefacts (non-human actors), or with system
effects, when resistances within the management
device combine to produce a multiplier effect.
Furthermore, we demonstrate that while the resistance effects of non-human actors can be obstructive, they can also be productive in that they are
capable of generating learning experiences.