Tracing Disruptions: Activity Systems in a Digital Services Microfirm

<italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink"><b>Background and research problem:</b></i> The way in which work is done in digital contexts deviates from classical corporate, hierarchical, departmental organizations. Since digital microfirms are becoming more common, understanding the way members organize their activities through communication in this specific type of enterprise represents an appealing field to develop. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink"><b>Literature review:</b></i> We discuss how the framework of Cultural-Historical Activity Theory (CHAT) allows us to analyze activity systems and trace disruptions in postbureaucratic digital work. We also review research using CHAT along with genre studies to understand, specifically, business communication and entrepreneurial rhetoric in a spaceless microfirm that provides digital services. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink"><b>Research questions:</b></i> 1. In what activities does this microfirm engage? That is, what different objects and outcomes has it been developed to achieve? 2. How do the contradictions between these activities shape the microfirm’s organization and its orientation to clients? <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink"><b>Methods:</b></i> Guided by the components of activity systems, we coded interviews, questionnaires, instant messages, and databases. Discourse analysis allowed us to identify contradictions. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink"><b>Results:</b></i> Both from the perspective of some team members and through artifact analysis, flexibility and closeness to the client are the firm’s value propositions. Consequently, they organize their daily activities around addressing the urgent, proximate needs of each client. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink"><b>Conclusion:</b></i> Although the microfirm’s focus on flexibility and closeness sets it apart tactically from larger competitors, it also hinders strategic planning, requiring greater effort for group communication and decision-making. This insight helps us to understand why microfirms in general seem more tactically than strategically oriented.