Purpose - This article positions actor-network theory (ANT) as a practice perspective and deploys it to explore the performative practices of internal consultancy teams as they implemented major programmatic change projects within a global telecommunication company. The change process required the creation of a “change network” that emerged as a boundary spanning and organizing network as the consultants sought to implement and translate a highly structured change methodology and introduce new meta-routines within the organization. Design/method/approach - By combining the methodological datum of ANT to “follow the actors” (whatever form they take) with the guiding principle of practice theory to focus on practices rather than practitioners, the research explored the in-between temporal spaces of performative practices as they unfolded in relation to standardised routines, material artefacts, and the tools and techniques of a systematic change methodology. By a method of “zooming out” and “zooming in” the research examined both the larger context of action and practice in which the change network emerged and the consultants’ performative practices; but without falling into static macro-micro dualism, or a purely ethnographic “thick description” of practice. The research is based on interviews (25), participant observation, and a review of the extensive documentation of the change methodology. Findings - The findings indicate both how consultants’ performative practices are embedded in the social and material arrangements of a change network, and why the intentional, expert or routine enactment of a highly standardised change methodology into practice is intrinsically problematic. Ultimately, the consultants could not rely on knowledge as a fixed, routine or pre-given empirical entity that predefined their actions. Instead, the consultants’ performative practices unfolded in temporal spaces of in-betweenness as their actions and practices navigated shifting and multiple boundaries while confronting disparate and often irreconcilable ideas, choices and competing interests. Research limitations/implications - As an ANT practice perspective, the research blends mixed methods in an illustrative case study, so its findings are contextual, although the methodological rationale may be applicable to other contexts of practice. Originality/value - The theoretical framing of the research contributes to repositioning ANT as practice theory perspective on change with a central focus on performative practice. The illustrative case demonstrates how a boundary spanning “change network” emerged and how it partly defined the temporal spaces of in-betweenness in which the consultants operated. Keywords: actor-network theory, performative practice, internal consultants, in-betweenness, change management, organizational routines.

中文翻译：

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变革网络中顾问的绩效实践：组织变革的行为者-网络实践视角

目的-本文将行动者网络理论（ANT）定位为一种实践视角，并将其部署为探讨内部咨询团队在一家全球电信公司中实施重大计划变更项目时的绩效实践。变更过程需要创建一个“变更网络”，该网络作为跨越和组织网络的边界而出现，因为顾问寻求实施和转换高度结构化的变更方法并在组织内引入新的元程序。设计/方法/方法-通过结合ANT的方法论数据“跟随参与者”（无论采取何种形式）和实践理论的指导原则，将重点放在实践而非实践者上，这项研究探索了表演行为的时空空间，这些时空空间是与标准化程序，物质手工艺品以及系统变更方法的工具和技术有关的。该研究采用“缩小”和“放大”的方法，研究了变革网络出现的更大范围的行动和实践以及顾问的绩效实践。但不会陷入静态的宏观微观二元论或纯粹的人种学实践“厚实描述”。该研究基于访谈（25），参与者观察以及对变更方法的大量文献的评论。调查结果-调查结果既表明了顾问的绩效实践如何融入变革网络的社会和物质安排中，又说明了为什么故意，专家或常规制定高度标准化的变更方法以付诸实践本质上是有问题的。归根结底，顾问们不能将知识作为预先确定其行动的固定的，常规的或预先给定的经验实体。取而代之的是，顾问的行为实践在中间的时间空间中展开，因为他们的行为和实践在转变和多重边界中导航，同时面对截然不同且常常是不可调和的想法，选择和竞争利益。研究的局限性/意义-从ANT实践的角度来看，该研究在一个示例性案例研究中混合了多种方法，因此，尽管方法论原理可能适用于其他实践背景，但其研究结果还是根据具体情况而定。原创性/价值-研究的理论框架有助于将ANT重新定位为变革的实践理论视角，重点是绩效实践。案例说明了跨越边界的“变化网络”是如何出现的，以及它如何部分地定义了顾问开展业务的中间时间间隔。关键字：演员网络理论，表演实践，内部顾问，中间人，变更管理，组织程序。