The strategic role of power and materiality in managing network change

In this paper we attempt to shed light on how strategic changes occur in networked settings (i.e., partnerships), where power is decentralized and difficult to wield. We take a practice perspective and account for the role of material objects (including artifacts and concepts) in " making things happen ". We acknowledge and build on research, which highlights that material objects can be used as a tool by strategists for promoting changes; however, we also point to the importance of considering the agentic role of material objects – when objects themselves wield influence, independent of the conscious intention of strategists. We support our claims using extensive fieldwork in a healthcare network and conclude the paper with a call for more research that investigates all aspects of materiality involved in strategizing practices to explain how power (to make changes) unfolds in network settings.