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Knotting the action net, or organizing between organizations

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  • Lindberg, Kajsa
  • Czarniawska, Barbara

Abstract

This paper presents a study of a successful organizing process, namely the knotting together of different types of action by "translating" them into one another. The connections thus established were then stabilized to form a unit that can be designated as an "action net". This instance of organizing occurred in the course of a project in the Swedish health care sector, with a view to establishing coordination between care units in three separate organizations. Different laws regulated their tasks, their operations were financed by different principals, and the everyday work of their members was undertaken at different point in time and in different places. Despite this, the participants in the studied project were able to establish a lasting net of connections that contributed, in the eyes of the environment, to an instance of "good care". In this paper we examine in detail the creation of an action net, and offer a tentative theory of organizing in action nets.

Suggested Citation

  • Lindberg, Kajsa & Czarniawska, Barbara, 2006. "Knotting the action net, or organizing between organizations," Scandinavian Journal of Management, Elsevier, vol. 22(4), pages 292-306, December.
    • Handle: RePEc:eee:scaman:v:22:y:2006:i:4:p:292-306
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    Citations

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    Cited by:

    1. Marianna Lena Kambanou, 2020. "Life Cycle Costing: Understanding How It Is Practised and Its Relationship to Life Cycle Management—A Case Study," Sustainability, MDPI, vol. 12(8), pages 1-19, April.
    2. Lisa Blix Germundsson & Sören Augustinsson & Alina Lidén, 2020. "Collaboration in the Making—Towards a Practice-Based Approach to University Innovation Intermediary Organisations," Sustainability, MDPI, vol. 12(12), pages 1-14, June.
    3. Yvonne Tobias-Miersch, 2017. "Beyond trust: towards a practice-based understanding of governing ‘network organizations’," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 21(2), pages 473-498, June.
    4. Pipan, Tatiana & Czarniawska, Barbara, 2010. "How to construct an actor-network: Management accounting from idea to practice," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 21(3), pages 243-251.
    5. Robert Hrelja & Fredrik Pettersson & Stig Westerdahl, 2016. "The Qualities Needed for a Successful Collaboration: A Contribution to the Conceptual Understanding of Collaboration for Efficient Public Transport," Sustainability, MDPI, vol. 8(6), pages 1-15, June.
    6. Davide Nicolini, 2011. "Practice as the Site of Knowing: Insights from the Field of Telemedicine," Organization Science, INFORMS, vol. 22(3), pages 602-620, June.
    7. Steensen, Elmer Fly, 2014. "Five types of organizational strategy," Scandinavian Journal of Management, Elsevier, vol. 30(3), pages 266-281.
    8. Liff, Roy & Wikström, Ewa, 2015. "The problem-avoiding multi professional team—On the need to overcome protective routines," Scandinavian Journal of Management, Elsevier, vol. 31(2), pages 266-278.
    9. Palo, Teea & Åkesson, Maria & Löfberg, Nina, 2019. "Servitization as business model contestation: A practice approach," Journal of Business Research, Elsevier, vol. 104(C), pages 486-496.
    10. Fabianski, Caroline, 2018. "Partnering for quality and performance: A standpoint for enhanced services," Research in Transportation Economics, Elsevier, vol. 69(C), pages 135-143.

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