Contextual effects on routine persistence: the case of a social subsystem

• Autorzy: Kandora M.

Identyfikatory

DOI

10.21008/j.0239-9415.2018.077.06

Warianty tytułu

PL

Rutynotwórcze oddziaływanie podsystemu społecznego organizacji

• Języki publikacji: EN

Abstrakty

EN

Organizational routines form the background and ensure the linkage of most everyday activities inside an organization. They have also been the subject of extensive scholarly inquiry over the last thirty years. Nevertheless, extant Routine Theory does not explain unequivocally their origin. It also provides only poor guidance on how to shape them in practice. In particular, there is a dilemma of how to facilitate their persistence whilst reducing the randomness of this process on the one hand, and, on the other, to maintain its effectiveness, dependent on the right degree of management involvement (and the associated cost). This article drafts one of the possible approaches to address this issue, referred to as incubation, and identifies factors influencing routine persistence (based on a thorough review of the literature), specific to the social subsystem of the organization. The identified set of factors may be further used to steer the routine incubation process.

PL

Rutyny organizacyjne spajają większość codziennych działań uczestników organizacji. Są również, od ponad trzydziestu lat, przedmiotem szczególnego zainteresowania nauk o zarządzaniu. Dostępna baza teoretyczna nie wyjaśnia jednak jednoznacznie ich genezy. Dostarcza też jedynie ubogich wskazówek dotyczących ich kształtowania w praktyce. Pojawia się w szczególności dylemat, jak je utrwalać, aby z jednej strony ograniczyć przypadkowość tego procesu, a z drugiej zachować jego efektywność, w tym racjonalny poziom zaangażowania kierownictwa. W niniejszym artykule zasygnalizowano jedno z możliwych podejść do rozwiązania tego problemu zwane inkubacją i dokonano identyfikacji czynników rutynotwórczych (na podstawie przeglądu literatury przedmiotu), właściwych podsystemowi społecznemu organizacji, które stanowią podzbiór parametrów sterujących tym procesem.

Słowa kluczowe

EN

organizational routines; social system; routine persistence; incubation

PL

rutyny organizacyjne; czynniki rutynotwórcze; podsystem społeczny; utrwalanie rutyn; inkubacja

• Wydawca: Wydawnictwo Politechniki Poznańskiej
• Czasopismo: Zeszyty Naukowe Politechniki Poznańskiej. Organizacja i Zarządzanie
• Rocznik: 2018
• Tom: Nr 77
• Strony: 85--106
• Opis fizyczny: Bibliogr. 66 poz., rys., tab.

Twórcy

autor

Kandora M.

• Business Engagement Lead at Imperial Brands PLC, Slachtedyk 28A, 8501ZA Joure, The Netherlands

Bibliografia

• 1. Aime, F., Johnson, S., Ridge, J.W., Hill, A.D. (2010). The routine may be stable but the advantage is not: Competitive implications of key employee mobility. Strategic Management Journal, 31(1), 75-87.
• 2. Bapuji, H., Hora, M., Saeed, A.M. (2012). Intentions, intermediaries, and interaction: Examining the emergence of routines. Journal of Management Studies, 49(8), 1586-1607.
• 3. Becker, M.C. (2005). A framework for applying organizational routines in empirical research: linking antecedents, characteristics and performance outcomes of recurrent interaction patterns. Industrial and Corporate Change, 14(5), 817-846.
• 4. Becker, M.C., Billinger, S., Gorski, W. (2015). Stability and Change of Organizational Routines and the Role of Managerial Authority. In: Academy of Management Proceedings, 1, 2015, 1, 14870.
• 5. Bertels, S., Howard-Grenville, J., Pek, S. (2016). Cultural molding, shielding, and shoring at Oilco: The role of culture in the integration of routines. Organization Science, 27(3), 573-593.
• 6. Bielski, M. (1996). Organizacje. Istota, struktury, procesy. Łódź: Wydawnictwo Uniwersytetu Łódzkiego.
• 7. Canales, R. (2013). Weaving straw into gold: Managing organizational tensions between standardization and flexibility in microfinance. Organization Science, 25(1), 1-28.
• 8. Cohen, M.D., Bacdayan, P. (1994). Organizational Routines Are Stored As Procedural Memory: Evidence from a Laboratory Study. Organization Learning, 5(4), 554-568.
• 9. Danner-Schröder, A., Geiger, D. (2016). Unravelling the motor of patterning work: Toward an understanding of the microlevel dynamics of standardization and flexibility. Organization Science, 27(3), 633-658.
• 10. Davis, J.P., Eisenhardt, K.M., Bingham, C.B. (2009). Optimal structure, market dynamism, and the strategy of simple rules. Administrative Science Quarterly, 54(3), 413-452.
• 11. D’Adderio, L. (2003). Configuring software, reconfiguring memories: the influence of integrated systems on the reproduction of knowledge and routines. Industrial and Corporate Change, 12(2), 321-350.
• 12. D’Adderio, L. (2008). The performativity of routines: Theorising the influence of artefacts and distributed agencies on routines dynamics. Research Policy, 37(5), 769-789.
• 13. D’Adderio L. (2009). The Influence of Artefacts and Distributed Agencies on Routines’ Dynamics: From Representation to Performation. In: M. Becker, N. Lazaric (eds.). Organizational Routines: Advancing Empirical Research, Edward Elgar, Cheltencham UK, Northampton, NA USA.
• 14. D’Adderio, L. (2011). Artifacts at the centre of routines. Performing the material turn in routines theory. Journal of Institutional Economics, 7, 187-230.
• 15. Edmondson, A.C., Bohmer R.M., Pisano G.P. (2001). Disrupted routines: Team learning and new technology implementation in hospitals. Administrative Science Quarterly, 46(4), 685-716.
• 16. Eisenberg, E.M., Riley, P. (1988). Organizational Symbols and Sense-Making. In: G.M. Goldhaber, G.A. Barnett (eds.). Handbook of Organizational Communication, Norwood, N.J., 131-150.
• 17. Feldman, M.S. (2000). Organizational Routines as a Source of Continuous Change. Organization Science, 11(6), 611-629.
• 18. Feldman, M.S. (2003). A performative perspective on stability and change in organizational routines. Industrial and Corporate Change, 12(4), 727-752.
• 19. Feldman, M.S., Pentland, B.T. (2003), Reconceptualizing Organizational Routines as a Source of Flexibility and Change. Administrative Science Quarterly, 48, 94-118.
• 20. Felin, T., Foss, N.J. (2004). Organizational Routines A Sceptical Look (No. 04-13), DRUID, Copenhagen Business School, Department of Industrial Economics and Strategy/Aalborg University, Department of Business Studies.
• 21. Felin, T., Foss, N.J. (2005). Strategic organization: A field in search of micro-foundations. Strategic Organization 3(4), 441-455.
• 22. Felin, T., Foss, N.J., Heimeriks, K.H., Madsen, T.L. (2012). Microfoundations of routines and capabilities: Individuals, processes, and structure. Journal of Management Studies, 49(8), 1351-1374.
• 23. Foss, K., Foss, N. (2000). Competence and Governance Perspectives: How Do They Differ? And How Does It Matter? In: N. Foss, V. Mahnke (eds.). Competence, Governance, and Entrepreneurship. Oxford: Oxford University Press.
• 24. Geiger D., Schröder A. (2014). Ever-changing routines? Toward a revised understanding of organizational routines between rule-following and rule-breaking. Schmalenbach Business Review: ZFBF, 66(2), 170-190.
• 25. Hayek, F.A. (1952). The Counter Revolution of Science. Chicago, IL: University of Chicago Press.
• 26. Hayek F.A. (1980). Recht, Gesetzgebung und Freicheit, 1, Regeln und Orgnung. München.
• 27. Hodgson, G.M. (2003). The Mystery of the Routine. The Darwinian Destiny of An Evolutionary Theory of Economic Change. Revue économique, 54(2), 355-384.
• 28. Hodgson, G.M. (2009). The Nature and Replication of Routines, In: M. Becker, N. Lazaric (eds.). Organizational Routines: Advancing Empirical Research, Cheltencham UK, Northampton. NA USA: Edward Elgar, 26-44.
• 29. Howard-Grenville, J.A. (2005). The persistence of flexible organizational routines: The role of agency and organizational context. Organization Science, 16(6), 618-636.
• 30. Kandora, M. (2017). In search for effective methods of routine formation. Management. The Journal of University of Zielona Góra, 21(1), 20-39.
• 31. Kaplan, S. (2015). Truce Breaking and Remaking: The CEO’s Role in Changing Organizational Routines. In: G. Gavetti, G. Ocasio (eds.). Cognition and Strategy, Advances in Strategic Management, 32. Emerald Group Publishing Limited, 1-45.
• 32. Kaiser, S., Kozica A., (2013). Organisationale Routinen. Ein Blick auf den Stand der Forschung, Organisations Entwicklung, 1, 15-18.
• 33. Kieser, A., Walgenbach, P. (2003). Organisation, 4, überarbeitete und erweiterte Auflage. Stuttgart: Schäffer-Poeschel.
• 34. Knott, A.M. (2003). The organizational routines factor market paradox. Strategic Management Journal, 24(10), 929-943.
• 35. Lacetera, N., Cockburn I.M., Henderson R. (2004). Do firms change capabilities by hiring new people? A study of the adoption of science-based drug discovery. Advances in strategic management, 21, 133-160.
• 36. Leavitt, H.J. (1965). Applied Organizational Change in Industry. In: G. March (ed.). Handbook of Organization, Chicago.
• 37. Levitt, B., March J. (1988). Organizational Learning. Annual Review of Sociology, 14, 319-340.
• 38. Malik, F., Probst, G., (1981). Evolutionäres Management. Die Unternehmung, 35, 121-140.
• 39. March, J.G., Simon, H.A. (1958). Organizations. New York.
• 40. Narduzzo, A., Rocco E., Warglien M. (2000). Talking about routines in the field: The emergence of organizational capabilities in a new cellular phone network company. In: G. Dosi, R.R. Nelson, S.G. Winter (eds.). The Nature and Dynamics of Organizational Capabilities. Oxford University Press, New York, 27-50.
• 41. Nelson, R.R., Winter S.G. (1982). An Evolutionary Theory of Economic Change. Cambridge.
• 42. Orlikowski, W.J., Robey, D. (1991). Information technology and the structuring of organizations. Information systems research, 2(2), 143-169.
• 43. Orlikowski, W.J. (2000). Using technology and constituting structures: A practice lens for studying technology in organizations. Organization Science, 11(4), 404-428.
• 44. Orlikowski, W.J. (2002). Knowing in practice: Enacting a collective capability in distributed organizing. Organization Science, 13(3), 249-273.
• 45. Pentland, B.T. (1995). Grammatical models of organizational processes. Organization Science, 6, 541-556.
• 46. Pentland, B.T. (2003a). Sequential variety in work processes. Organization Science, 14, 528-540.
• 47. Pentland, B.T. (2003b). Conceptualizing and measuring variety in organizational work processes. Management Science, 45, 425-443.
• 48. Pentland, B.T., Feldman, M.S. (2005). Organizational routines as a unit of analysis. Industrial and Corporate Change, 14(5), 793-815.
• 49. Pentland, B.T., Rueter H.H. (1994). Organizational routines as grammars of action. Administrative Science Quarterly, 484-510.
• 50. Pentland, B.T., Haerem T., Hillison D. (2011). The (n)ever-changing world: Stability and change in organizational routines. Organization Science, 22(6), 1369-1383.
• 51. Piórkowska, K., Stańczyk, S., (2014). Methodology of researching organizational routines. Proceedings From IX. International Conference on Applied Business Research ICABR, 2014, Talca, Chile.
• 52. Reynaud, B. (2005). The void at the heart of rules: Routines in the context of rulefollowing. The case of the Paris Metro Workshop. Industrial and Corporate Change, 14(5), 847-871.
• 53. Salvato, C., Rerup, C. (2011). Beyond collective entities: Multi-level research on organizational routines and capabilities. Journal of Management, 37(2), 468-490.
• 54. Simon, H.A. (1976). Administrative behavior; a study of decision-making processes in administrative organization-3. New York.
• 55. Song J., Almeida P., Wu, G. (2003). Learning–by–Hiring: When is mobility more likely to facilitate interfirm knowledge transfer? Management science, 49(4), 351-365.
• 56. Stańczyk, S. (2014). Kulturowe manifestacje rutyn organizacyjnych. In: E. Głuszek, G. Bełtz (eds.). Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, 5(363), 40-52.
• 57. Stene, E.O. (1940). An Approach to a Science of Administration. American Political Science Review, 34(06), 1124-1137.
• 58. Strużyna, J. (2013). Ewoluująca organizacja – pole starcia sił rutyn i nowości. Organizacja i kierowanie, (156), 29-43.
• 59. Szulanski, G., Winter, S. (2002), Getting it right the second time, Harvard Business Review, 62-69.
• 60. Teece, D.J., Pisano, G., Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic management journal, 509-533.
• 61. Tucker, A.L., Edmondson A.C. (2003). Why hospitals don’t learn from failures: Organizational and psychological dynamics that inhibit system change. California Management Review, 45(2), 55-72.
• 62. Winter, S.G., Szulanski, G. (2001). Replication as strategy. Organization science, 12(6), 730-743.
• 63. Winter, S.G., Szulanski, G. (2002). Replication of Organizational Routines: Conceptualizing the Exploitation of Knowledge Assets. In: C.W. Choo, N. Bontis (eds.). The strategic management of intellectual capital and organizational knowledge. Oxford University Press.
• 64. Winter, S.G., Szulanski, G., Ringov, D., Jensen R.J. (2012). Reproducing Knowledge: Inaccurate Replication and Failure in Franchise Organizations. Organization Science, 23, 23, 5, 672-685.
• 65. Witt, U. (2011). Emergence and functionality of organizational routines: an individualistic approach. Journal of Institutional Economics, 7(2), 157-174.
• 66. Yamauchi, Y., Hiramoto, T. (2016). Reflexivity of Routines: An Ethnomethodological Investigation of Initial Service Encounters at Sushi Bars in Tokyo. Organization Studies, 37(10), 1473-1499.