Roman GLASS

Jury Membership

Abstract

 The subject of this study is a multinational medical technology company that has changed its way of working by integrating a new agile project methodology coupled with contemporary hybrid work arrangements. However, beneath the surface of these gradual changes lie power dynamics, often asserting power over knowledge by alluding to objective truth, exacerbated by the challenges of understanding and developing new digital technological systems. The motivation behind this study is to better understand the phenomena behind these power dynamics and what role digital technology plays in them. Studying behavior ethnographically is necessary to interpret the lived world of the workers, grasp the essence and implications of this transition, and above all, manage it effectively. This thesis poses the question of how the dynamics of culturally diverse IT projects influence algorithmic and organizational outcomes. From this general question, three sub-questions emerge:

1. How do power dynamics emerge and evolve in culturally diverse IT projects?

2. What role do organizational spaces play in the dynamics of culturally diverse IT projects?

3. How do algorithms developed in culturally diverse IT projects affect organizational outcomes?

The research began with a case study approach, focusing on IT projects as the primary unit within a company. Three projects were identified as cases, each centered on teams from diverse cultural backgrounds. Following the identification of these cases, ethnographic fieldwork was undertaken to gather more in-depth, real-world data. The collected data was then analyzed using Grounded Theory, directly linking the findings to their actual practice within the studied company. Power dynamics within IT management result from complex organizational structures, particularly in large organizations. Instrumental rationale, technological narratives, and algorithmic systems are essential in shaping these dynamics, often masking organizational diversity and reflecting conflicting power strategies. Power is a fundamental necessity of project work. Power strategies are expressed in time and space. They are cultural constructs reproduced by individuals. The diverse groups of these individuals who create and maintain algorithmic systems constitute a special case with novel properties. The algorithm emerges as an intercultural subject rather than as an object.

1. Virtual spaces, including to-do lists, software interfaces, and messaging channels, reveal the tension between various organizational objectives and structures. The intricacies of these spaces highlight the impact of algorithms and technology on decision-making processes and organizational communication.

2. Spaces within IT organizations serve as the foundation for the emergence and operation of algorithmic systems. As these spaces evolve, they interact closely with the stages of algorithm development, leading to complexities arising from their active properties and coordination efforts.

3. By attributing agency to algorithms as intercultural entities, they are perceived as having the capacity to influence and interact with various organizational elements. This perspective revolutionizes the field of intercultural management by recognizing algorithms not only as tools, but as entities with their own influence and narratives.