Purpose This article explores how autonomous systems are socially situated in the mining industry through the lens of Communities of Practice. It examines how learning, coordination and shared meaning-making unfold when new technology is introduced, and how implementation extends beyond technical deployment to include social and organisational processes. Design/methodology/approach The study draws on a qualitative case study of a Swedish open-pit mine where an autonomous haulage system was implemented. Wenger's (2008) Communities of Practice framework was used as a sensitising concept to analyse empirical material, focusing on mutual engagement, joint enterprise and shared repertoire in everyday work practices. Findings The analysis shows how community members co-constructed new work practices, formed collective interpretations of the technology, and engaged in relational work to legitimise the system within the wider organisation. Successful implementation was found to depend not only on technical performance but also on social processes of meaning-making, identity formation, and the negotiation of organisational change. Practical implications By foregrounding the social dimensions of technological change, the study suggests that organisations introducing autonomous systems should support collaborative learning and provide spaces for shared meaning-making, thereby increasing the likelihood of successful implementation. Originality/value The paper contributes to research on technology, work, and organisation by highlighting the situated and practice-based nature of technological implementation. It underscores the value of attending to communities of practice when investigating how new technology gains traction and relevance in complex organisational settings.
Lund et al. (Tue,) studied this question.