Perspectives on using Actor-Network Theory and Organizational Semiotics to Address Organizational Evolution

Systems design for a changing organization has long been in the research agenda of several academic and industrial communities, and still is an open problem. This paper draws on Organizational Semiotics and Actor Network Theory to delineate a method for clarifying and representing the social forces involved in organizational changes. A case study illustrates the approach in which all actors - people, technical devices and other objects - are modelled in the social level, tracing back the norms flow, their sources, enabling to negotiate the change with the appropriate stakeholders.