Organization studies scholars have researched the relations between technology and organization extensively, ranging from the technological imperative (Leavitt and Whisler 1958) through the social construction of technology (Bijker 1995; Law and Singleton 2005) to subtle interplays between technology, its uses and management strategies (Marcus and Robey, 1988; Zuboff 1988; Orlikowski 1992). Many have emphasized the control possibilities of technology over labour behaviours and worker subjectivities. Fifty years ago, Woodward (1958, 1965), Burns and Stalker (1961) and Lawrence and Lorsch (1967) were already posing questions about the relationships between organizational structures, identities and technologies. The themes of organizational complexity, technology and rates of change are truly classics in our field. The recent (re-)discovery of Gilbert Simondon (1924-1989), who heavily influenced philosophers such as Deleuze, Stiegler and Latour, provides challenging alternative ways of conceiving of technology in its relation to culture and organizations.