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Institutional ethnography (IE) is a sociology that focuses on the everyday world as problematic. As a theory/method of discovery, it focuses on how the work people do is organized and coordinated by text-mediated and text-regulated social organization. Actor-network Theory (ANT) is a theory/method that is concerned with how realities get enacted. ANT focuses on a multiplicity of human and nonhuman actors (e.g., computers, documents, and laboratory equipment) and how the relations between them are constituted and how they are made to hang together to create certain realities. In this chapter, we discuss some of the similarities and differences between IE and ANT. We begin with an overview of IE and ANT and focus on their ontological and epistemological “shifts.” We then discuss some of the similarities and differences between IE and ANT, particularly from an IE stance. In doing so, we put these approaches into dialog and allude to some of the potential benefits and pitfalls of combining these approaches.

In this chapter we explore the relationship between current gendered practices and past conditions through the lens of actor-network theory (ANT). In particular we are interested in the viability of ANT as a lens for studying the past and in ways that can be reconciled with feminist thought. We argue that although there is some nonresonance between ANT and feminist theorizing, using ANT in a critically historicist way allows some of the barriers between ANT and feminism to be broken down. We synthesize an approach to study gendered organizational processes that exist in and over time, identifying and surfacing some of the actants (i.e., human and material factors that encourage people to act) that work together within networks to produce gendered effects such as ongoing discriminatory practices. We trace these effects using the history of Air Canada as an exemplar, in the process noting the conceptual and ontological differences between the past and history. Finally, the advantages of a critically historical ANT are discussed as a way to achieve a level of fusion between ANT and feminist thought.

The chapter provides the reader with a critical, conceptual framework for further independent exploration of actor-network theory (ANT) when applied to higher education reform. First, it introduces briefly the potentials of ANT as a means of questioning, and eventually escaping, the formal policy level as the “natural” point of departure for studying policy reform. Second, by pointing to my experiences from an on-going study on a Danish subset of the European Bologna process, in which I invited relevant actors to participate in formulating the research questions, it concretizes – and critically reviews – how ANT may feed new insights as well as challenges into the research process.

This chapter reviews the recent polarisation of debates in agrofood and rural studies, in particular the opposition between network (social relations, actor-network) and political economy analyses. It explores the contributions of different network approaches and draws on the French convention and regulation traditions, which provide alternative guidelines for confronting micro–macro tensions. Networks have similarly assumed analytical centrality in the new institutional economics and subsequent elaborations of the Williamsonian transaction costs paradigm have involved an approximation to some of the central tenets of social network analysis. Alternative traditions of political economy analysis (Global Value Chains (GVC), Global Production Networks) are now making an important contribution to agrofood studies. A distinctive feature of these analysts is their overture to social networks, actor-network, transaction costs and convention theory in the effort to capture the multiple dimensions of economic power and coordination. The possibilities for a fruitful convergence between these apparently conflicting approaches are best captured in the emergence of the concept of the “netchain”. At the same time, the intractability of values to absorption within economic transactions suggests the need to move forward to a focus on the tensions between netchains and social movements and a different type of network, the global policy network.

Adsorption parameters (e.g. Langmuir constant, mass transfer coefficient and Thomas rate constant) are involved in the design of aqueous-media adsorption treatment units. However, the classic approach to estimating such parameters is perceived to be imprecise. Herein, the essential features and performances of the ant colony, bee colony and elephant herd optimisation approaches are introduced to the experimental chemist and chemical engineer engaged in adsorption research for aqueous systems. Key research and development directions, believed to harness these algorithms for real-scale water treatment (which falls within the wide-ranging coverage of the Sustainable Development Goal 6 (SDG 6) ‘Clean Water and Sanitation for All’), are also proposed. The ant colony, bee colony and elephant herd optimisations have higher precision and accuracy, and are particularly efficient in finding the global optimum solution. It is hoped that the discussions can stimulate both the experimental chemist and chemical engineer to delineate the progress achieved so far and collaborate further to devise strategies for integrating these intelligent optimisations in the design and operation of real multicomponent multi-complexity adsorption systems for water purification.

In this chapter, an air cargo shipment planning problem is considered by including individual risk factors of any sub-contracted agents. Due to competitive market conditions, air cargo forwarders are advised to remain flexible in operations. A mixed integer linear programming formulation including the potential for divisible activities is developed to model the shipment planning problem. To solve this complicated problem, we employ an ant colony optimization (ACO) methodology. Numerical examples are generated using data from both the extant literature and from a global air cargo company, allowing investigation of the viability of the novel methodology. We find that the algorithm/methodology provides effective solutions for small problem sizes.

We utilise the actor-network theory (ANT) – based especially on Latour (2005) – to examine how management accounting tools affect physicians’ representations and new managerial practices in French public hospitals currently undergoing reform.

We conducted a longitudinal case study – based on interviews and observations – in a large French public hospital in which dashboards are diffused to physicians and nurses dealing with both medical and managerial activities.

The case shows that head physicians and nurses are implicated in their new managerial tasks and spend time analysing dashboards. Management accounting tools thus play a role, as mediators, in organising new managerial practices, and dashboards are a means of materialising and giving structure to new managerial practices and enabling discussions and exchanges to take place between actors who were previously separated.

The case shows that management accounting tools are not necessarily useful because they help in decision-making or control – as in the dominant paradigm; rather, they are beneficial because they may help in changing representations and building a new collective organisation. Future research should therefore expand on the organisational and social roles of management accounting tools, especially in the healthcare field.

Most ANT-inspired studies in management accounting focus on explaining changes in accounting practices, which are perceived as a consequence of an ANT process. This chapter, however, analyses the practices by which management accounting tools act as a vehicle to organisational change.

Research indicates that many innovations and social change initiatives fail to achieve their goals. One of the reasons they fail is because leaders lack an effective methodology that effectively engages support, addresses resistance, and integrates and aligns the innovation and change with the existing culture and social structure of the organization. Actor-network theory (ANT) provides a methodology for helping leaders understand and execute their role in leading innovations and social change as well as the role of networks in changing culture and social structure to support innovation and change. This chapter examines ANT as a leadership strategy for creating macro actors (powerful networks) to foster innovation and social change and describes a case study at a major research university of how ANT was used, in conjunction with the scientific method and appreciative inquiry, to enhance sustainable development.