Activity Theory as a Tool for Understanding Complexities in Extended Organizations

The paper compares third generation activity theory (3GAT) and fourth-generation activity theory (4GAT) in extended organisations with multiple relationships that can be characterised as complex. The complexities are associated with the modern work environment with its complicated business processes and potentials for information sharing failures. 3GAT is a proven way of looking at multiple relationships in general but not sufficient in explaining the types of complexities associated with such complex and extended organisational settings possessing potential for lack of congruence of both physical and non-physical tools with which stakeholders engaged. Therefore, fourth generation activity theory was adopted in this study as a positive means of dealing with changes that support the new ways of working found in modern working environments which are increasingly concerned with shared objects. The types of complexities and extension in the setting drives contradictions which points to actual, or potential are as of failure, and in responding to these complexities (caused due to the lack of congruence in the different activity systems) knots form in a different way from the majority of other settings which have been researched. Understanding why the knots behaves in that way can be illuminated using 3GAT but does not necessarily resolve all the issues and nuances of the setting. Hence, 4GAT is seen as 1) a way of understanding the setting or problem issues. 2) understanding the needs and abilities of collaborating partners in understanding complexities and how to manage them and 3) understanding different elements that enhanced the achievement of relationship goals.