Acknowledging that technological innovation shapes human behaviors as well as social structure, this study presents a theoretical view to further understand how organizations can effectively cope with high-velocity technological changes. In particular, in this study, we pay attention to Actor-Network theory (ANT hereafter), drawn from French Structuralism. ANT presumes that everything in the social world, which is constructed by human beings, and in the natural world, which exists surrounding human beings, is associated with each other, forming networks of relationships. From this standpoint, science and technology is articulated and implemented to explicate the natural phenomena to be shared through the social world. Thus we can understand the ontology of science and technology as the artifacts from the process in which humans and non-humans, as all structurally-equivalent actors, interact with each other in practical or symbolic ways. This suggests that technology, as our reality, exists as a product from an actor-network at a certain time period as well as an artifact yielded from the ongoing technology-human interactions. Based on this understanding, we investigate how organization theory can embrace ANT. Specifically, we first review the relevant theories which deal with the roles of technology in organizational processes and figure out the theoretical position of ANT among various organization theories related to technology. Then, we draw theoretical and practical implications from this theoretical amalgamation. Given that “translation” is understood as the core mechanism of constructing actor-networks among humans and non-humans, we suggest that the department of human resource management, as a translating agent, plays a critical role in effectively forming the actor-networks and thus in preventing organizations from being fallen into an institutional decoupling in their decision-making processes.