000			03976nam a2200529 i 4500
001			6354088
003			IEEE
005			20220712204802.0
006			m o d
007			cr |n|||||||||
008			151223s2012 maua ob 001 eng d
020			_a9780262305778 _qelectronic
020			_z0262305771 _qelectronic
020			_z9780262017848 _qprint
035			_a(CaBNVSL)mat06354088
035			_a(IDAMS)0b00006481b4da46
040			_aCaBNVSL _beng _erda _cCaBNVSL _dCaBNVSL
050		4	_aTL240 _b.L426 2012eb
082	0	4	_a629.28/26 _223
100	1		_aLeonardi, Paul M., _d1979- _923887
245	1	0	_aCar crashes without cars : _blessons about simulation technology and organizational change from automotive design / _cPaul M. Leonardi.
264		1	_aCambridge, Massachusetts : _bMIT Press, _cc2012.
264		2	_a[Piscataqay, New Jersey] : _bIEEE Xplore, _c[2012]
300			_a1 PDF (x, 334 pages) : _billustrations.
336			_atext _2rdacontent
337			_aelectronic _2isbdmedia
338			_aonline resource _2rdacarrier
490	1		_aActing with technology
504			_aIncludes bibliographical references and index.
505	0		_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.
506	1		_aRestricted to subscribers or individual electronic text purchasers.
520			_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.
530			_aAlso available in print.
538			_aMode of access: World Wide Web
588			_aDescription based on PDF viewed 12/23/2015.
650		0	_aTechnology _xSocial aspects. _95136
650		0	_aAutomobiles _xComputer simulation. _923888
650		0	_aAutomobiles _xDesign and construction _xData processing. _923889
655		0	_aElectronic books. _93294
710	2		_aIEEE Xplore (Online Service), _edistributor. _923890
710	2		_aMIT Press, _epublisher. _923891
710	2		_aProject Muse. _923892
776	0	8	_iPrint version _z9780262017848
830		0	_aActing with technology. _923893
856	4	2	_3Abstract with links to resource _uhttps://ieeexplore.ieee.org/xpl/bkabstractplus.jsp?bkn=6354088
942			_cEBK
999			_c73297 _d73297