Activity Theory as a Tool for Understanding Complexities in Extended Organizations

Paul Peter Bata; Norman Alistair; Allen David

doi:doi:10.11648/j.sjbm.20221001.17

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Activity Theory as a Tool for Understanding Complexities in Extended Organizations

Paul Peter Bata, Norman Alistair, Allen David

Published in Science Journal of Business and Management (Volume 10, Issue 1)

Received: 4 February 2022 Accepted: 23 February 2022 Published: 18 March 2022

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Abstract

The paper compares third generation activity theory (3GAT) and fourth-generation activity theory (4GAT) in extended organisations with multiple relationships that can be characterised as complex. The complexities are associated with the modern work environment with its complicated business processes and potentials for information sharing failures. 3GAT is a proven way of looking at multiple relationships in general but not sufficient in explaining the types of complexities associated with such complex and extended organisational settings possessing potential for lack of congruence of both physical and non-physical tools with which stakeholders engaged. Therefore, fourth generation activity theory was adopted in this study as a positive means of dealing with changes that support the new ways of working found in modern working environments which are increasingly concerned with shared objects. The types of complexities and extension in the setting drives contradictions which points to actual, or potential are as of failure, and in responding to these complexities (caused due to the lack of congruence in the different activity systems) knots form in a different way from the majority of other settings which have been researched. Understanding why the knots behaves in that way can be illuminated using 3GAT but does not necessarily resolve all the issues and nuances of the setting. Hence, 4GAT is seen as 1) a way of understanding the setting or problem issues. 2) understanding the needs and abilities of collaborating partners in understanding complexities and how to manage them and 3) understanding different elements that enhanced the achievement of relationship goals.

Published in	Science Journal of Business and Management (Volume 10, Issue 1)
DOI	10.11648/j.sjbm.20221001.17
Page(s)	47-54
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2022. Published by Science Publishing Group

Keywords

Complex and Extended Settings, Complexities, Extension, Activity Theory, Organisational Goals

References

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APA Style

Paul Peter Bata, Norman Alistair, Allen David. (2022). Activity Theory as a Tool for Understanding Complexities in Extended Organizations. Science Journal of Business and Management, 10(1), 47-54. https://doi.org/10.11648/j.sjbm.20221001.17

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ACS Style

Paul Peter Bata; Norman Alistair; Allen David. Activity Theory as a Tool for Understanding Complexities in Extended Organizations. Sci. J. Bus. Manag. 2022, 10(1), 47-54. doi: 10.11648/j.sjbm.20221001.17

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AMA Style

Paul Peter Bata, Norman Alistair, Allen David. Activity Theory as a Tool for Understanding Complexities in Extended Organizations. Sci J Bus Manag. 2022;10(1):47-54. doi: 10.11648/j.sjbm.20221001.17

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@article{10.11648/j.sjbm.20221001.17,
  author = {Paul Peter Bata and Norman Alistair and Allen David},
  title = {Activity Theory as a Tool for Understanding Complexities in Extended Organizations},
  journal = {Science Journal of Business and Management},
  volume = {10},
  number = {1},
  pages = {47-54},
  doi = {10.11648/j.sjbm.20221001.17},
  url = {https://doi.org/10.11648/j.sjbm.20221001.17},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.sjbm.20221001.17},
  abstract = {The paper compares third generation activity theory (3GAT) and fourth-generation activity theory (4GAT) in extended organisations with multiple relationships that can be characterised as complex. The complexities are associated with the modern work environment with its complicated business processes and potentials for information sharing failures. 3GAT is a proven way of looking at multiple relationships in general but not sufficient in explaining the types of complexities associated with such complex and extended organisational settings possessing potential for lack of congruence of both physical and non-physical tools with which stakeholders engaged. Therefore, fourth generation activity theory was adopted in this study as a positive means of dealing with changes that support the new ways of working found in modern working environments which are increasingly concerned with shared objects. The types of complexities and extension in the setting drives contradictions which points to actual, or potential are as of failure, and in responding to these complexities (caused due to the lack of congruence in the different activity systems) knots form in a different way from the majority of other settings which have been researched. Understanding why the knots behaves in that way can be illuminated using 3GAT but does not necessarily resolve all the issues and nuances of the setting. Hence, 4GAT is seen as 1) a way of understanding the setting or problem issues. 2) understanding the needs and abilities of collaborating partners in understanding complexities and how to manage them and 3) understanding different elements that enhanced the achievement of relationship goals.},
 year = {2022}
}

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TY  - JOUR
T1  - Activity Theory as a Tool for Understanding Complexities in Extended Organizations
AU  - Paul Peter Bata
AU  - Norman Alistair
AU  - Allen David
Y1  - 2022/03/18
PY  - 2022
N1  - https://doi.org/10.11648/j.sjbm.20221001.17
DO  - 10.11648/j.sjbm.20221001.17
T2  - Science Journal of Business and Management
JF  - Science Journal of Business and Management
JO  - Science Journal of Business and Management
SP  - 47
EP  - 54
PB  - Science Publishing Group
SN  - 2331-0634
UR  - https://doi.org/10.11648/j.sjbm.20221001.17
AB  - The paper compares third generation activity theory (3GAT) and fourth-generation activity theory (4GAT) in extended organisations with multiple relationships that can be characterised as complex. The complexities are associated with the modern work environment with its complicated business processes and potentials for information sharing failures. 3GAT is a proven way of looking at multiple relationships in general but not sufficient in explaining the types of complexities associated with such complex and extended organisational settings possessing potential for lack of congruence of both physical and non-physical tools with which stakeholders engaged. Therefore, fourth generation activity theory was adopted in this study as a positive means of dealing with changes that support the new ways of working found in modern working environments which are increasingly concerned with shared objects. The types of complexities and extension in the setting drives contradictions which points to actual, or potential are as of failure, and in responding to these complexities (caused due to the lack of congruence in the different activity systems) knots form in a different way from the majority of other settings which have been researched. Understanding why the knots behaves in that way can be illuminated using 3GAT but does not necessarily resolve all the issues and nuances of the setting. Hence, 4GAT is seen as 1) a way of understanding the setting or problem issues. 2) understanding the needs and abilities of collaborating partners in understanding complexities and how to manage them and 3) understanding different elements that enhanced the achievement of relationship goals.
VL  - 10
IS  - 1
ER  -

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Author Information

Paul Peter Bata

Division of Management, Leeds University Business School, University of Leeds, Leeds, United Kingdom
Norman Alistair

Division of Management, Leeds University Business School, University of Leeds, Leeds, United Kingdom
Allen David

Division of Management, Leeds University Business School, University of Leeds, Leeds, United Kingdom

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APA Style

Paul Peter Bata, Norman Alistair, Allen David. (2022). Activity Theory as a Tool for Understanding Complexities in Extended Organizations. Science Journal of Business and Management, 10(1), 47-54. https://doi.org/10.11648/j.sjbm.20221001.17

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ACS Style

Paul Peter Bata; Norman Alistair; Allen David. Activity Theory as a Tool for Understanding Complexities in Extended Organizations. Sci. J. Bus. Manag. 2022, 10(1), 47-54. doi: 10.11648/j.sjbm.20221001.17

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AMA Style

Paul Peter Bata, Norman Alistair, Allen David. Activity Theory as a Tool for Understanding Complexities in Extended Organizations. Sci J Bus Manag. 2022;10(1):47-54. doi: 10.11648/j.sjbm.20221001.17

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@article{10.11648/j.sjbm.20221001.17,
  author = {Paul Peter Bata and Norman Alistair and Allen David},
  title = {Activity Theory as a Tool for Understanding Complexities in Extended Organizations},
  journal = {Science Journal of Business and Management},
  volume = {10},
  number = {1},
  pages = {47-54},
  doi = {10.11648/j.sjbm.20221001.17},
  url = {https://doi.org/10.11648/j.sjbm.20221001.17},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.sjbm.20221001.17},
  abstract = {The paper compares third generation activity theory (3GAT) and fourth-generation activity theory (4GAT) in extended organisations with multiple relationships that can be characterised as complex. The complexities are associated with the modern work environment with its complicated business processes and potentials for information sharing failures. 3GAT is a proven way of looking at multiple relationships in general but not sufficient in explaining the types of complexities associated with such complex and extended organisational settings possessing potential for lack of congruence of both physical and non-physical tools with which stakeholders engaged. Therefore, fourth generation activity theory was adopted in this study as a positive means of dealing with changes that support the new ways of working found in modern working environments which are increasingly concerned with shared objects. The types of complexities and extension in the setting drives contradictions which points to actual, or potential are as of failure, and in responding to these complexities (caused due to the lack of congruence in the different activity systems) knots form in a different way from the majority of other settings which have been researched. Understanding why the knots behaves in that way can be illuminated using 3GAT but does not necessarily resolve all the issues and nuances of the setting. Hence, 4GAT is seen as 1) a way of understanding the setting or problem issues. 2) understanding the needs and abilities of collaborating partners in understanding complexities and how to manage them and 3) understanding different elements that enhanced the achievement of relationship goals.},
 year = {2022}
}

Copy | Download

TY  - JOUR
T1  - Activity Theory as a Tool for Understanding Complexities in Extended Organizations
AU  - Paul Peter Bata
AU  - Norman Alistair
AU  - Allen David
Y1  - 2022/03/18
PY  - 2022
N1  - https://doi.org/10.11648/j.sjbm.20221001.17
DO  - 10.11648/j.sjbm.20221001.17
T2  - Science Journal of Business and Management
JF  - Science Journal of Business and Management
JO  - Science Journal of Business and Management
SP  - 47
EP  - 54
PB  - Science Publishing Group
SN  - 2331-0634
UR  - https://doi.org/10.11648/j.sjbm.20221001.17
AB  - The paper compares third generation activity theory (3GAT) and fourth-generation activity theory (4GAT) in extended organisations with multiple relationships that can be characterised as complex. The complexities are associated with the modern work environment with its complicated business processes and potentials for information sharing failures. 3GAT is a proven way of looking at multiple relationships in general but not sufficient in explaining the types of complexities associated with such complex and extended organisational settings possessing potential for lack of congruence of both physical and non-physical tools with which stakeholders engaged. Therefore, fourth generation activity theory was adopted in this study as a positive means of dealing with changes that support the new ways of working found in modern working environments which are increasingly concerned with shared objects. The types of complexities and extension in the setting drives contradictions which points to actual, or potential are as of failure, and in responding to these complexities (caused due to the lack of congruence in the different activity systems) knots form in a different way from the majority of other settings which have been researched. Understanding why the knots behaves in that way can be illuminated using 3GAT but does not necessarily resolve all the issues and nuances of the setting. Hence, 4GAT is seen as 1) a way of understanding the setting or problem issues. 2) understanding the needs and abilities of collaborating partners in understanding complexities and how to manage them and 3) understanding different elements that enhanced the achievement of relationship goals.
VL  - 10
IS  - 1
ER  -

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