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Actor Network Theory Applied to Organizational Change: A Case Study
Abstract
There are various models proposed in the literature to analyze trajectories of enterprise change projects in terms of success and failure. Yet, only the Actor-Network Theory (ANT) perspective considers the interaction factors among network actors and actants. In 2009, with an initiative started in 2007, the Portuguese Air Force developed and carried on a Change project. The aim of this project was to obtain better information to support decision processes. This chapter proposes the ANT for approaching the Portuguese Air Force change process initiative as a case study. In doing so, it provides valuable insight in terms of both local and global actor networks, which surround the initiative.
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