Articulations between information regimes and sociomateriality: perceptions from the analysis of organizational processes

Objective:  It discusses possibilities of theoretical approaches between information regimes and sociomateriality in the analysis of organizational and informational environments in the field of Information Science, two theoretical models originating from one of the Actor-Network Theory approaches developed by Bruno Latour, a thinker with a consolidated contribution in our organizational studies, in other scientific fields and in Information Science. Observe objects and non-human elements in the analysis of information regimes as symmetrically constituent actors of the organizational environment. The originality of the research lies in the use of sociomateriality to analyze specific elements of information regimes, a theoretical approach that has not yet been proven in the literature in the area.

Method:  It uses exploratory research, with a qualitative approach, operationalized from bibliographical research.

Result:  Given the different contexts of production of the articulated theoretical models, both are applied in the field of organizational studies to analyze problems related to environments, practices, relationships and information flows in organizations, which allows us to understand some aspects of approximation: the of the constituent agents of organizational processes, the difficulties of demarcating limits or recognition between humans and non-humans and the observation of the organizational and informational environment considering organizational processes.

Conclusion:  The research demonstrate how in information actions, the social, technical, technology and political are ontologically inseparable and define as material forms and spaces, whether through sociomateriality and/or the preferred mode of information production in organizational processes, always situational and relational, which produce the dominant information regime.

KEY-WORDS:
Information regime; Sociomateriality; Actor-Network Theory (ANT); Artifacts; Organizational Processes