Using actor-network theory to reveal strategy processes in design firms

Abstract

In this paper we illustrate the utility of actor-network theory (ANT) as a methodological approach to understand the effect of the eclectic characteristics of design firms on their strategy development processes. The need for creativity, expertise knowledge and the constant need to innovate suggest that the mainstream strategy or decision-making theories provide unsatisfying insights into how strategy of the design firm emerges. These culture laden organisations often operate with limited formality, therefore require attention to the social side of decision-making. To address this rich complex social-fabric of decision-making, we suggest to study strategy development as the result of the formation of actor-networks. By illustration of data collected from 13 interviews with design firms in mainly Europe and a longitudinal study of a global digital design firm, we illustrate how an ANT-based approach allows theorists to analyse the rich cultural complexity of design firms’ decision-making in a focused and coherent manner.