Abstract

In complex settings, organizations overlap with other collective entities in time and space even as they struggle for visibility or invisibility as relevant entities. Moreover, they do not act as legal persons or complete organizational actors all the time. Such settings give rise to a question that bears on the fundamental question of adequately identifying and assessing causal forces in social processes, namely: Who or what is responsible here? Where personal experiences, organizational and network dynamics, and large-scale societal forces seem to work together efficiently and without friction, the task of analyzing an organization as a singular collective instance with causal power driving a series of events is met with formidable challenges. I propose a practice-based framework on organizational agency to address such analytical issues and distinguish between three forms, namely organizational interventions, stable organizations, and competent organizational actors. Each of these three types differs in how to assess organizational agency and its constitution. To conclude, I call for a distinct sociological stance for answering questions of collective causation and responsibility in debates over legal liability in digitalized spheres and corporate or political responsibilities for large-scale social challenges, like sustainable transitions. This stance differs from Weberian roots, in that it neither preconditions formal procedures nor a collective actor. A case study of a scientific project network discovering catalytic mechanisms in producing hydrogen to drive a sustainable energy transition illustrates the analytical value of this framework.