Full Description
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.
Contents
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
