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Organizational routines as a source of continuous change
- Organ. Sci
"... In this paper I claim that organizational routines have a great potential for change even though they are often perceived, even defined, as unchanging. I present descriptions of routines that change as participants respond to outcomes of previous itera-tions of a routine. Based on the changes in the ..."
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Cited by 200 (6 self)
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In this paper I claim that organizational routines have a great potential for change even though they are often perceived, even defined, as unchanging. I present descriptions of routines that change as participants respond to outcomes of previous itera-tions of a routine. Based on the changes in these routines I propose a performative model of organizational routines. This model suggests that there is an internal dynamic to routines that can promote continuous change. The internal dynamic is based on the inclusion of routine participants as agents. When we do not separate the people who are doing the routines from the routine, we can see routines as a richer phenomenon. Change occurs as a result of participants ’ reflections on and reactions to various outcomes of previous iterations of the routine. This perspective introduces agency into the notion of routine. Agency is important for understanding the role of organiza-tional routines in learning and in processes of institutionaliza-tion.
Technical Change and Industrial Dynamics as Evolutionary Processes
- IN B.H
, 2010
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Technologies as problem-solving procedures and technologies as input–output relations: some perspectives on the theory of production
, 2006
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The Impact of Knowledge Codification, Experience Trajectories and Integration Strategies on the Performance of Corporate Acquisitions
, 1998
"... : This study addresses the following questions: (1) can organizations learn how to manage infrequent and heterogeneous tasks ? (2) If they can, then what are the mechanisms that might explain learning under these circumstances ?, and (3) what are the limitations under which these mechanisms operate ..."
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Cited by 22 (1 self)
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: This study addresses the following questions: (1) can organizations learn how to manage infrequent and heterogeneous tasks ? (2) If they can, then what are the mechanisms that might explain learning under these circumstances ?, and (3) what are the limitations under which these mechanisms operate ? A model based on explicit knowledge codification and tacit experience accumulation is submitted and tested using data from a sample of 183 acquisitions in the US banking industry. Measures of post-acquisition integration strategies and of preacquisition resource characteristics are included in the model. We find that tacit knowledge accumulation significantly impacts performance when the experiences are highly homogeneous, and that knowledge codification improves acquisition performance in the context of high post-acquisition integration, i.e. when the organizational challenge is particularly complex. Also, the level of integration between the two firms involved in the acquisition positive...
The void at the heart of rules: routines in the context of rule-following
- Industrial and Corporate Change
, 2005
"... Observations from a Workshop of the Paris Metro halshs-00590855, version 1- 5 May 2011 This paper is an attempt to understand how rules operate in organisations. I focus on the links between organisational routines and rules that are defined as incomplete since they come to their application. I anal ..."
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Cited by 12 (0 self)
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Observations from a Workshop of the Paris Metro halshs-00590855, version 1- 5 May 2011 This paper is an attempt to understand how rules operate in organisations. I focus on the links between organisational routines and rules that are defined as incomplete since they come to their application. I analyse the role of routines in managing the incompleteness of rules. I present a case study where management introduced a productivity bonus in the middle of 1992. This allows to study in what extent the new rule modifies the prevailing routines of work organisation. Based on team observations, interviews, and statistics that I carried out over a period of nine years (1992-2000), I show that in an initial period, the productivity bonus has partially biased the tasks selection process. In a second period – ‘the normal period’- our observations indicate that following the rules consists in translating the abstract rules into concrete reference points, and adding in what the rules have not specified. The translation process conducts to a routine since the interpretation is stabilised. Routines provide a pragmatic, local, and temporary solution to the incompleteness of rules. Since routines emerge only in the course of action, they come with no guarantee of success.
Strategy Field from the Perspective of Management Science 1318 Management Science 50(10
- 2004 INFORMS
, 1978
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