Bending the pipes: Regaining attention through reinvention and renewal
通过爱立信的案例，发现中层管理者能通过“重塑”（增加新渠道）和“更新”（恢复旧渠道）两种实践，自下而上地改变组织注意力结构，从而重新影响战略制定过程。
Organizations’ attention structures are traditionally perceived as stable “pipes and prisms” representing organizational communication and procedural channels. Changes in attention structures are typically attributed to top-down interventions. In this study, we extend the “dynamic Attention Based View” by demonstrating first that attention structures are plastic and second that they can be “bent” through bottom-up adaptations of communication channels previously designed from the top. Using a single case study of the large telecommunication corporation Ericsson, we show how mid-level organizational actors manifest distinct forms of agency in reacting to adverse changes in attention structures: projective agency and iterational agency. Organizational actors regain influence over the strategy-making process through two corresponding practices: reinvention (the projective agency of adding new channels) and renewal (the iterational agency of restoring old channels).