In this paper, I outline a perspective on organizational transformation which proposes change as endemic to the practice of organizing and hence as enacted through the situated practices of organizational actors as they improvise, innovate, and adjust their work routines over time. I ground this perspective in an empirical study which examined the use of a new information technology within one organization over a two-year period. In this organization, a series of Subtle but nonetheless significant changes were enacted over time as organizational actors appropriated the new technology into their work practices, and then experimented with local innovations, responded to unanticipated breakdowns and contingencies, initiated opportunistic shifts in structure and coordination mechanisms, and improvised various procedural, cognitive, and normative variations to accommodate their evolving use of the technology. These findings provide the empirical basis for a practice-based perspective on organizational transformation. Because it is grounded in the micro-level changes that actors enact over time as they make sense of and act in the world, a practice lens can avoid the strong assumptions of rationality, determinism, or discontinuity characterizing existing change perspectives. A situated change perspective may offer a particularly useful strategy for analysing change in organizations turning increasingly away from patterns of stability, bureaucracy, and control to those of flexibility, self-organizing, and leaning.
