On the performativity of design theories for organizing

Abstract

Organization design is at the core of organization studies. In this paper, we explore organizational design by examining the performativity of design theories for organizing. We build on insights from performativity to suggest that a theory of design often impels organizational actors to engage in particular types of actions that influence how organizational design initiatives change organizations. Specifically, we depict how three theories of organizational design—Scientific Management, Design Science, and Pragmatism—influence organizing. We develop an argument that shows how adopting these theories of design influence organizational design by providing organizational actors with different expectations of the roles played by users and designers, establishing core principles of action, generating learning mechanisms, and shaping political dynamics.