Resolving Conflict in Problem-Solving: Systems of Artefacts in the Development of New Routines

Cacciatori, E. (2012). Resolving Conflict in Problem-Solving: Systems of Artefacts in the Development of New Routines. Journal of Management Studies, 49(8), pp. 1559-1585. doi: 10.1111/j.1467-6486.2012.01065.x

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Abstract

This paper argues that, in order to understand the development process of new routines, we have to look at the emergence of systems of artefacts rather than at individual artefacts in isolation. The paper proposes a typology of artefacts understood as material objects that are the product of human activity and analyses their interactions in the case of an integrated engineering design consultancy engaged in the effort of developing a new bidding routine. The evidence from the case study shows that agents reinforce and extend the patterns of action that individual artefacts support by bundling different types of artefacts, and that in so doing, they extend the reach and influence of the community to which they belong. This study shows that the problem-solving and truce aspects of routines are worked out in the design of these systems of artefacts.

Item Type: Article
Additional Information: This is the peer reviewed version of the following article: Cacciatori, E. (2012), Resolving Conflict in Problem-Solving: Systems of Artefacts in the Development of New Routines. Journal of Management Studies, 49: 1559–1585., which has been published in final form at http://dx.doi.org/10.1111/j.1467-6486.2012.01065.x. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving.
Uncontrolled Keywords: artefacts; bidding process; building industry; organizational routines; PFI; sociomateriality
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Cass Business School > Faculty of Management
URI: http://openaccess.city.ac.uk/id/eprint/16067

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