Non-human resistance in changes towards lean

Abstract

Purpose: The importance of social issues is well established in the literature on resistance to change. However, much can be gained by including physical objects in the analysis. Using actor-network theory, this paper aims to explore the resistance of non-human actors in organizational change and contribute to an expanded understanding of resistance to change. Design/methodology/approach: The article is based on a longitudinal case study of the introduction of lean in a large Swedish manufacturing company. The empirical basis consists of interviews, observations and document studies. Actor-network theory is used as a theoretical lens to identify non-human resistance to change. Findings: The paper proposes that non-human actors can inhibit change through a lack of alignment with the overall change initiative. This may cause large variation in the interpretation of the proposed change and a lengthy process of construction and negotiation. The paper provides examples of four different types of non-human resistance that result from this lack of alignment. Practical implications: It is proposed that change initiatives need to be aligned with existing practice and anchored in objects that are integrated in organizational routines. The four types of non-human resistance presented in the paper may be used as a checklist to reduce the risk of failure. Originality/value: The predominant focus on social issues tends to disregard the impact of the physical environment in change processes. Actor-network theory and the inclusion of the physical environment will help to expand and improve the understanding of resistance to change. © Emerald Group Publishing Limited.