Power, Space, and Algorithms : An Ethnographic Study of Intercultural IT Projects and Teams

This study’s object is a multinational medical technology company that has changed its mode of working by integrating a new agile project methodology coupled with contemporary hybrid work arrangements. However, beneath the surface of these progressive changes lie concealed power dynamics, often affirming power over knowledge by alluding to the “real” or an objective truth, further exacerbated by challenges in understanding and developing new digital technology systems. The motivation behind this study is to better understand the phenomena behind those power play, and understand what role digital technology plays here. Studying the behavior ethnographically is needed to interpret the life world of the workers, to grasp the essence and implications of this transition, and more crucially, to manage it effectively.This thesis raises the question of how the dynamics of culturally diverse IT projects influence algorithmic and organizational outcomes.Derived from this general question, there are three sub-questions: (1) How do power dynamics emerge and evolve in culturally diverse IT projects? (2) What role do organizational spaces play in the dynamics of culturally diverse IT projects? (3) How do algorithms developed in culturally diverse IT projects affect organizational outcomes?The research began by using a case study approach, focusing on IT projects as the primary unit within a company. Three projects were identified as cases, they centered on teams from diverse cultural backgrounds. After identifying these cases, ethnographical fieldwork was undertaken to gather more in-depth, real-world data. The collected data was then analyzed using Grounded Theory, tying the findings directly to their actual practice in the company under study.Power dynamics within IT management arise as a consequence of intricate organizational structures, especially in large organizations. Instrumental reason, technological narratives, and algorithmic systems are pivotal in shaping these dynamics, often masking organizational diversity and reflecting conflicting power strategies. Power is a fundamental necessity of project work. Power strategies are expressed in time and space. They are cultural constructs reproduced by individuals. The diverse groups of those individuals creating and maintaining algorithmic systems constitute a particular case with novel properties. The algorithm emerges as an intercultural subject rather than an object. (1) Virtual spaces, including task lists, software interfaces, and message channels, reveal the tension between various organizational goals and structures. The intricacies of these spaces underscore the impact of algorithms and technology on decision-making processes and organizational communication. (2) Spaces within IT organizations serve as foundations for the emergence and operation of algorithmic systems. As these spaces evolve, they interact closely with the algorithm's development stages, leading to complexities arising from their active properties and coordination efforts. (3) By assigning an agency to algorithms as intercultural entities, they are perceived as having the capability to influence and interact with diverse organizational elements. This perspective revolutionizes the field of intercultural management by recognizing algorithms not just as tools but as entities with their own influence and narratives.