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Special issue on routine dynamics exploring sources of stability and change in organizations

Author

Listed:
  • Luciana d'Adderio

    (Edin. - University of Edinburgh)

  • Martha S. Feldman

    (UC Irvine - University of California [Irvine] - UC - University of California)

  • Nathalie Lazaric

    (GREDEG - Groupe de Recherche en Droit, Economie et Gestion - UNS - Université Nice Sophia Antipolis (1965 - 2019) - CNRS - Centre National de la Recherche Scientifique - UniCA - Université Côte d'Azur)

  • Brian Pentland

    (University of Michigan [Ann Arbor] - University of Michigan System)

Abstract
CALL FOR PAPERS The increasingly uncertain and fast-changing environments in which today's organizations operate call for a shift of attention from organizations-and organizational practices or routines-as fixed entities to the study of the distributed (Hutchins 1995) and situated (Suchman 1987, Lave 1988) dynamics by which they emerge and are constructed. Capturing how organizations learn to strike a balance between stability and coherence, on one hand, and flexibility and change, on the other, however, is non-trivial (Tsoukas and Chia 2002, Farjoun 2010). It requires abandoning static views of organization to reveal the microdynamics of organizing, including the processes through which organizational routines and capabilities emerge and evolve. The first crucial step forward in this direction has been to relinquish a fixed characterization of routines as monolithic objects to study the internal mechanisms by which they emerge as practices (Feldman 2000, Feldman and Pentland 2003). As a result, we have moved from conceptualizing routines as automatic, as dead or as opaque black boxes, to seeing them as alive, embodying agency and the potential for change (Cohen 2007, Pentland and Feldman 2008). In particular, this reconceptualization has proposed that routines themselves have dynamics. These routine dynamics have generally been theorized around the interaction of performative and ostensive aspects of routines. Empirical research and modeling of routine dynamics has extended our understanding of the role of routines in producing stability and change (Howard-While some of the questions made possible by the practice turn in research on organizational routines have been addressed, many questions remain. The following is a thematic list of questions. We do not propose these themes as mutually exclusive as we recognize the substantial interconnection among them. Instead we suggest the themes as points of entry that provide opportunities to

Suggested Citation

  • Luciana d'Adderio & Martha S. Feldman & Nathalie Lazaric & Brian Pentland, 2012. "Special issue on routine dynamics exploring sources of stability and change in organizations," Post-Print halshs-01246464, HAL.
    • Handle: RePEc:hal:journl:halshs-01246464
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-01246464
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    References listed on IDEAS

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    1. Haridimos Tsoukas & Robert Chia, 2002. "On Organizational Becoming: Rethinking Organizational Change," Organization Science, INFORMS, vol. 13(5), pages 567-582, October.
    2. Brian T. Pentland & Martha S. Feldman & Markus C. Becker & Peng Liu, 2012. "Dynamics of Organizational Routines: A Generative Model," Journal of Management Studies, Wiley Blackwell, vol. 49(8), pages 1484-1508, December.
    3. Lazaric, Nathalie, 2011. "Organizational routines and cognition: an introduction to empirical and analytical contributions," Journal of Institutional Economics, Cambridge University Press, vol. 7(2), pages 147-156, June.
    4. Stene, Edwin O., 1940. "An Approach to a Science of Administration," American Political Science Review, Cambridge University Press, vol. 34(6), pages 1124-1137, December.
    5. Markus C. Becker & Nathalie Lazaric & Richard R. Nelson & Sidney G. Winter, 2005. "Applying organizational routines in understanding organizational change," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 14(5), pages 775-791, October.
    6. Jennifer A. Howard-Grenville, 2005. "The Persistence of Flexible Organizational Routines: The Role of Agency and Organizational Context," Organization Science, INFORMS, vol. 16(6), pages 618-636, December.
    7. Scott F. Turner & Violina Rindova, 2012. "A Balancing Act: How Organizations Pursue Consistency in Routine Functioning in the Face of Ongoing Change," Organization Science, INFORMS, vol. 23(1), pages 24-46, February.
    8. Mark J. Zbaracki & Mark Bergen, 2010. "When Truces Collapse: A Longitudinal Study of Price-Adjustment Routines," Organization Science, INFORMS, vol. 21(5), pages 955-972, October.
    9. Martha S. Feldman, 2000. "Organizational Routines as a Source of Continuous Change," Organization Science, INFORMS, vol. 11(6), pages 611-629, December.
    10. Daniel Levinthal & Claus Rerup, 2006. "Crossing an Apparent Chasm: Bridging Mindful and Less-Mindful Perspectives on Organizational Learning," Organization Science, INFORMS, vol. 17(4), pages 502-513, August.
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    Cited by:

    1. Dehua Gao & Aliakbar Akbaritabar, 2022. "Using agent-based modeling in routine dynamics research: a quantitative and content analysis of literature," Review of Managerial Science, Springer, vol. 16(2), pages 521-550, February.
    2. Luciana D’Adderio, 2014. "The Replication Dilemma Unravelled: How Organizations Enact Multiple Goals in Routine Transfer," Organization Science, INFORMS, vol. 25(5), pages 1325-1350, October.

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