David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Emergence 1 (3):92-104 (1999)
Traditional managers have insisted in a highly structured way of institutionalizing the mechanistic, functianalized, physical management of people and artifacts. This focus on structure creates a tension between the need for rigid command on the OM hand and that for flexible response to threats on the other. The modern worker i s thereby confronted with a bewildering multiplicity of partial identities, contradictory viewpoints and corporate strategies that pull in different directions. Wood suggests a contrasting approach, the cyborg self; a hybrid composition of organism and machine that celebrates the very tension that the structural approach abhors. The cyborg gives primacy to relationships us things in their own right ahead of individual terms and expressions. Thus, the cyborg stands in opposition to a focus on structure and is perhaps an introduction to the organization's postmodern focus on interactions and processes
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Duska Rosenberg (2000). Interactions, Technology, and Organizational Change. Emergence 2 (3):68-77.
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