Contains an Open Access chapter.
As organizations become increasingly distributed and diverse, and products, technologies and services more complex and dispersed, there is mounting pressure to understand how work can be coordinated across geographical, cultural and intellectual distance, both within and across organizations. As a result, questions arise about how work is accomplished through organizational practices and routines and in particular how patterns of actions are replicated and transformed across different contexts and over time. Routine dynamics has started to explore these dynamics by focusing attention on how routines (as practices) are enacted and, thus, created and re-created over time and across organizational locations through the actions of people and machines.
This book explores central themes in the enactment and coordination of organizational routines, drawing in particular on in-depth case studies and empirically-grounded theorizing. The chapters explore important organizational phenomena in the areas of strategy, entrepreneurship, human resources, health care, social policy, and the arts. Focusing in particular on four central themes in routine dynamics: replication and transfer; ecology and interdependence; action and the generation of novelty and technology and sociomateriality.
Contains an Open Access chapter.
As organizations become increasingly distributed and diverse, and products, technologies and services more complex and dispersed, there is mounting pressure to understand how work can be coordinated across geographical, cultural and intellectual distance, both within and across organizations. As a result, questions arise about how work is accomplished through organizational practices and routines and in particular how patterns of actions are replicated and transformed across different contexts and over time. Routine dynamics has started to explore these dynamics by focusing attention on how routines (as practices) are enacted and, thus, created and re-created over time and across organizational locations through the actions of people and machines.
This book explores central themes in the enactment and coordination of organizational routines, drawing in particular on in-depth case studies and empirically-grounded theorizing. The chapters explore important organizational phenomena in the areas of strategy, entrepreneurship, human resources, health care, social policy, and the arts. Focusing in particular on four central themes in routine dynamics: replication and transfer; ecology and interdependence; action and the generation of novelty and technology and sociomateriality.
Introduction: Routine Dynamics in Action; Martha Feldman, Luciana D’Adderio, Katharina Dittrich and Paula Jarzabkowski Chapter 1. Remounting a Ballet in a Different Context: A Complementary Understanding of Routines Transfer Theories; Charlotte Blanche and Patrick Cohende Chapter 2. Transferring Routines Across Multiple Boundaries: A Flexible Approach; Siri Boe-Lillegraven OPEN ACCESS Chapter 3, Copying Routines for New Venture Creation: How Replication Can Support Entrepreneurial Innovation; Thomas Schmidt, Timo Braun and Jörg Sydow Chapter 4. Interdependence Within and Between Routines: A Performative Perspective; Waldemar Kremser, Brian T. Pentland, and Sabine Brunswicker Chapter 5. The Dark Side of Routine Dynamics: Deceit and the Work of Romeo Pimps; Jeannette Eberhard, Ann Frost and Claus Rerup Chapter 6. Making New Strategic Moves Possible: How Executive Management Enacts Strategizing Routines to Strengthen Entrepreneurial Agility; Simon Grand and Daniel Bartl Chapter 7. The Role of Multiple Points of View in Non-Envisioned Routine Creation: Taking Initiative, Creating Connections and Coping with Misalignments; Jorrit van Mierlo, Raymond Loohuis and Tanya Bondarouk Chapter 8. Learning a New Ecology of Space and Looking for New Routines: Experimenting Robotics in a Surgical Team; Léa Kiwan and Nathalie Lazaric Chapter 9. Enacting Relational Expertise to Change Professional Routines in Technology-Mediated Service Settings; Joanna Kho, Andreas Paul Spee and Nicole Gillespie
Martha S. Feldman is Professor at the University of California, Irvine, USA. Luciana D’Adderio is a Reader/Associate Professor at Strathclyde Business School, UK. Katharina Dittrich is Assistant Professor of Organisation Studies at Warwick Business School, UK. Paula Jarzabkowski is Professor of Strategic Management at Cass Business School, UK.
Contributors working in various business specialties in Europe,
North America, and Australia present nine chapters that consider
how routine dynamics impact organizations in terms of strategy,
entrepreneurship, human resources, health care, social policy, and
the arts. They focus on the themes of replication and transfer of
routines, such as the replication of routines during the remounting
of a ballet, routine replication to support innovation and new
venture creation, and complex transfer of multiple interrelated
routines from a European to an Asian company; interdependence
between routines, including the role of performative boundaries and
the use of deceit to drive routine in sex trafficking; the role of
action in the generation of novelty, including how the strategizing
routines of senior managers enable the entrepreneurial agility of
corporations and the generativity of actions in the context of a
new human resource policy aimed at hiring disadvantaged workers;
and technology and sociomateriality, particularly the introduction
of bariatric robotic surgery to transform laparoscopic routines and
how routine participants enact relational expertise through joint
action in technology-mediated service settings like telehealth.
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