Clay Spinuzzi – författare

Work is changing. Speed and flexibility are more in demand than ever before thanks to an accelerating knowledge economy and sophisticated communication networks. These changes have forced a mass rethinking of the way we coordinate, collaborate, and communicate. Instead of projects coming to established teams, teams are increasingly converging around projects. These "all-edge adhocracies" are highly collaborative and mostly temporary, their edge coming from the ability to form links both inside and outside an organization. These nimble groups come together around a specific task, recruiting personnel, assigning roles, and establishing objectives. When the work is done they disband and their members take their skills to the next project. Spinuzzi offers for the first time a comprehensive framework for understanding how these new groups function and thrive. His rigorous analysis tackles both the pros and cons of this evolving workflow and is based in case studies of real all-edge adhocracies at work. His provocative results will challenge our long-held assumptions about how we should be doing work.

Work is changing. Speed and flexibility are more in demand than ever before thanks to an accelerating knowledge economy and sophisticated communication networks. These changes have forced a mass rethinking of the way we coordinate, collaborate, and communicate. Instead of projects coming to established teams, teams are increasingly converging around projects. These “all-edge adhocracies” are highly collaborative and mostly temporary, their edge coming from the ability to form links both inside and outside an organization. These nimble groups come together around a specific task, recruiting personnel, assigning roles, and establishing objectives. When the work is done they disband their members and take their skills to the next project. Spinuzzi offers for the first time a comprehensive framework for understanding how these new groups function and thrive. His rigorous analysis tackles both the pros and cons of this evolving workflow and is based in case studies of real all-edge adhocracies at work. His provocative results will challenge our long-held assumptions about how we should be doing work.

How does a telecommunications company function when its right hand often doesn't know what its left hand is doing? How do rapidly expanding, interdisciplinary organizations hold together and perform their knowledge work? In this book, Clay Spinuzzi draws on two warring theories of work activity - activity theory and actor-network theory - to examine the networks of activity that make a telecommunications company work and thrive. In doing so, Spinuzzi calls a truce between the two theories, bringing them to the negotiating table to parley about work. Specifically, about net work: the coordinative work that connects, coordinates, and stabilizes polycontextual work activities. To develop this uneasy dialogue, Spinuzzi examines the texts, trades, and technologies at play at Telecorp, both historically and empirically. Drawing on both theories, Spinuzzi provides new insights into how net work actually works and how our theories and research methods can be extended to better understand it.