Constructing Specialized Knowledge Through Activity Coordination During Organizational Change

Abstract

Prior research has established that sharing knowledge across interrelated organizational systems is challenging and complex. This is especially the case when organizational change initiatives require changes in how those systems relate to each other. This project was an investigation of knowledge processes between interrelated activity systems in a large facilities management organization as a change initiative was implemented. Interviews with 27 employees representing nine organizational activity systems were the primary source of data, with field notes used to enrich interpretations in this qualitative study. Results were interpreted using constructs from structurating activity theory. Participants communicatively constructed cultures of exclusivity in their activity systems, creating boundaries that made knowledge sharing and activity coordination difficult. The change initiative was aimed at creating a culture of inclusivity, which was undermined by perceptions that the management activity system engaged in more exclusivity-creating practices than other activity systems. Several contradictions were explicated pertaining to inclusivity and exclusivity. Tensions persist in how systems coordinate around and with conflicting objectives and activities. Conclusions offer theoretical contributions of the analysis and suggestions for using results to improve organizational practices.

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