The first step in the analysis and argumentation is the building of an analytical concept of rationality to
be applied in the case study. The analytical work follows the distinction of actors, relations and processes
as constructive axes of the paradigm of social interaction. The second step is the selection of the highly
intriguing case of the volatile organizational rationality of the Nokia Corporation for subject matter of
the analysis. Third, the research questions for guiding the efforts for precise descriptions, explanations
and forecasting have been formulated. Fourth, the specifics of the actors influencing changes of Nokia’s
organizational rationality have been described and explained. Fifth, the relevance of the relational
networks has been analysed as factor for organizational volatility of Nokia. Sixth, the numerous smalland medium range processes are presented as a major factor influencing the organizational rationality
of the Corporation. Seventh, the fusion of the information about actors, relations and processes as
factors of the volatility of Nokia’s organizational rationality and interpretation of the changes of Nokia’s
rationality as part and parcel of the global trend of upgrading and degrading of the rationality of
industrial organizations.
