The field of management theory has seen the emergence of Actor-Network Theory (ANT) as a significant and cutting-edge theoretical paradigm. An overview of Actor-Network Theory, a foundational idea in the Encyclopedia of Management Theory, is provided in this abstract. Its history, core ideas, and consequences for comprehending organizational dynamics are discussed.Actor-Network Theory, which was first created by sociologists Michel Callon, Bruno Latour, and John Law, challenges conventional perceptions of organisations by emphasizing the complex web of connections between human and non-human elements. Organisations are seen in ANT as dynamic networks made up of "actors" that may be both non-human (such as technology, processes, or objects) and human (such as persons or groups).The idea of "translation," where players engage and build relationships via a process of negotiation and alignment of interests, is at the core of actor-network theory. These players are seen as having agency because they shape the network and have an impact on how others behave in it. The active role that both human and non-human components play in the co-construction of organizational realities is therefore highlighted by ANT.The conventional division between "actors" and "structure" is challenged by ANT, which suggests that organisations are continually changed and reshaped via ongoing interactions and agreements rather than pre-existing entities with set structures. This viewpoint offers a fresh lens through which to see the intricate relationships between organizational structures and power structures.Researchers investigate how various actors affect decision-making, knowledge generation, and organizational transformation by using Actor-Network Theory to organizational analysis.
