We develop interactivity as an emergent dimension of organizing, complementing the established dimensions of division of labor and integration of effort. Interactivity is conceptualized through three core features—emotionality, rationality, and relationality—which are embedded in communicative interactions within organizations. Through a critical analysis of organizing theories, we reveal variations in how interactivity is understood and highlight tensions among its core features that challenge organizing practices. This study provides a theoretical framework positioning interactivity as central to organizing, bridging structural and experiential perspectives. By addressing critical issues such as employee engagement, motivation, and relational dynamics, we advance organizing theory and offer insights into achieving coherence and effectiveness across diverse organizational forms.
