Deliberative and material organizational becoming : Sociotechnical leadership of digital transformation

Abstract

This chapter directs attention to dilemmas and paradoxes embedded in information and communication technology (ICT) changes and transformations. Through the case of a merger between industrial groups, we examine and compare two ICT solutions based on different ICTs and organizational participatory philosophies. Strategic management challenges comprise important features of our discussions. The solutions are one custom-made proposal box and one standard solution. We analyze the proposal box through the communicative perspectives of Jürgen Habermas. The chapter outlines broad participation and democratic work-life arrangements as means by which to handle and implement the proposals. A representative formal department council conducts preliminary strategic choices among proposals. This council also decides upon the further destiny of the proposals evaluated. Gradually, representative councils at different levels and areas of the organization become involved. These councils are affected by the outcomes of the decisions made in other different councils. Eventually, the whole organizational system—with its surrounding economic, political and industrial relation arrangements—comes into play. To conduct analytic examinations and critical reflections on these processes, we applied system theories, organizational becoming perspectives and emphasis on diverse team configurations from Niklas Luhmann and Calvin Pava. These approaches show how ambiguities and paradoxes between control, surveillance and participation create strategic choices to be made between the competing logics of management principles and ICT configurations. Our conclusion does not entail prescribing a preferred solution or organizational arrangement. Rather, we indicate the capability to cope with paradoxes and deal with the contradictions on an ongoing basis. In this respect, organizations that constantly face demands for change and transformation are better understood as organizational becomings.