Routine Dynamics in Action: Replication and Transformation最新文献

Chapter 8 Learning a New Ecology of Space and Looking for New Routines: Experimenting Robotics in a Surgical Team 第八章学习新的空间生态和寻找新的常规:在外科团队中实验机器人

Routine Dynamics in Action: Replication and Transformation Pub Date : 2019-05-28 DOI: 10.1108/S0733-558X20190000061009

Lea Kiwan, N. Lazaric

引用次数: 4

Chapter 4 Interdependence Within and Between Routines: A Performative Perspective 第四章套路内部和套路之间的相互依赖:一个表演的视角

Routine Dynamics in Action: Replication and Transformation Pub Date : 2019-05-28 DOI: 10.1108/s0733-558x20190000061005

Waldemar Kremser, B. Pentland, Sabine Brunswicker

引用次数: 14

Chapter 5 The Dark Side of Routine Dynamics: Deceit and the Work of Romeo Pimps 第五章常规动力的阴暗面:欺骗和罗密欧皮条客的工作

Routine Dynamics in Action: Replication and Transformation Pub Date : 2019-05-28 DOI: 10.1108/s0733-558x20190000061006

J. Eberhard, Ann C. Frost, Claus Rerup

引用次数: 5

Chapter 3 Copying Routines for New Venture Creation: How Replication Can Support Entrepreneurial Innovation 第3章:创业的复制程序:复制如何支持创业创新

Routine Dynamics in Action: Replication and Transformation Pub Date : 2019-05-28 DOI: 10.1108/S0733-558X20190000061004

Thomas Schmidt, Timo Braun, J. Sydow

{"title":"Chapter 3 Copying Routines for New Venture Creation: How Replication Can Support Entrepreneurial Innovation","authors":"Thomas Schmidt, Timo Braun, J. Sydow","doi":"10.1108/S0733-558X20190000061004","DOIUrl":"https://doi.org/10.1108/S0733-558X20190000061004","url":null,"abstract":"Organizational routines emerge in firms during the process of new venture creation. Typically, they are imprinted and sometimes replicated by the entrepreneurs creating the organization, reflecting individual and contextual characteristics. In particular cases, organizations are designed for replicating routines for new ventures. The authors investigate one such case from the IT industry using a dynamic routine perspective and focus on how routines originally created by an organization are replicated in several new ventures. In more detail, the authors focus on how routine replication counter-intuitively allows for innovating in new venture creation. The authors find that routine replication supports entrepreneurial innovation in three ways: (1) the replicator organization’s accelerating routines unburden the replicator organization’s innovating routines; (2) the replicator organization’s accelerating routines unburden the new venture’s innovating routines; and (3) the new venture’s accelerating routines unburden the new venture’s innovating routines. The authors contribute to the discussion about the replication dilemma by conceptualizing “unburdening” as a mechanism that allows both routinization and innovation benefits to be reaped.","PeriodicalId":438370,"journal":{"name":"Routine Dynamics in Action: Replication and Transformation","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123961409","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 5

Chapter 9 Enacting Relational Expertise to Change Professional Routines in Technology-mediated Service Settings 第九章制定关系专业知识以改变技术中介服务环境中的专业惯例

Routine Dynamics in Action: Replication and Transformation Pub Date : 2019-05-28 DOI: 10.1108/S0733-558X20190000061010

Joanna Kho, A. P. Spee, N. Gillespie

{"title":"Chapter 9 Enacting Relational Expertise to Change Professional Routines in Technology-mediated Service Settings","authors":"Joanna Kho, A. P. Spee, N. Gillespie","doi":"10.1108/S0733-558X20190000061010","DOIUrl":"https://doi.org/10.1108/S0733-558X20190000061010","url":null,"abstract":"This chapter advances understanding of how professional expertise is enacted and created to accomplish routines in the context of technology-mediated work. Information and communication technologies broaden the participation of professionals with various specialist skills and expertise to accomplish work together, which is particularly salient in health care. Broadening participation, however, creates jurisdictional conflict among professionals. Thus, a key challenge of interprofessional work is the need to mutually adapt established professional routines and overcome jurisdictional conflict to perform interdependent routine tasks. The authors examine how professionals adapt established routines by analyzing the new interactions and interdependent actions required to accomplish technology-mediated geriatric consultation routines. The findings of this study show that professionals create new patterns of actions that are shaped by relational forms of professional expertise, namely selective and blending expertise. The findings and theoretical insights contribute to the literature on routine dynamics by highlighting the importance of relational expertise, and showing how it can transform and destabilize otherwise established professional routines.","PeriodicalId":438370,"journal":{"name":"Routine Dynamics in Action: Replication and Transformation","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127144610","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 3

Chapter 2 Transferring Routines Across Multiple Boundaries: A Flexible Approach 第2章跨多个边界传递例程:一种灵活的方法

Routine Dynamics in Action: Replication and Transformation Pub Date : 2019-05-28 DOI: 10.1108/s0733-558x20190000061003

Siri Boe-Lillegraven

引用次数: 8

Chapter 1 Remounting a Ballet in a Different Context: A Complementary Understanding of Routines Transfer Theories 第1章:在不同情境下重新上演芭蕾:对舞蹈动作迁移理论的补充理解

Routine Dynamics in Action: Replication and Transformation Pub Date : 2019-05-28 DOI: 10.1108/S0733-558X20190000061002

Charlotte Blanche, P. Cohendet

引用次数: 5

Chapter 6 Making New Strategic Moves Possible: How Executive Management Enacts Strategizing Routines to Strengthen Entrepreneurial Agility 第六章使新的战略行动成为可能:执行管理层如何制定战略惯例以加强创业敏捷性

Routine Dynamics in Action: Replication and Transformation Pub Date : 2019-05-28 DOI: 10.1108/S0733-558X20190000061007

Simon Grand, Daniel Bartl

{"title":"Chapter 6 Making New Strategic Moves Possible: How Executive Management Enacts Strategizing Routines to Strengthen Entrepreneurial Agility","authors":"Simon Grand, Daniel Bartl","doi":"10.1108/S0733-558X20190000061007","DOIUrl":"https://doi.org/10.1108/S0733-558X20190000061007","url":null,"abstract":"In this chapter, the authors describe and explain how executive management enacts strategizing routines to strengthen their entrepreneurial agility, as a precondition to make new strategic moves possible. The authors contribute to the routine dynamics research program, by showing how the dynamics of routines, in a strategy context, shape strategic outcomes: the authors describe four strategizing routines – distancing, evaluating, experimenting, and re-assembling – as a particular promising focus for routine and strategy research. The authors discuss executive management’s enactment of such routines as part of their strategy work. The authors show how routine enactment makes entrepreneurial agility and new strategic moves possible. By exploring the dynamics of strategizing routines and their impact on strategic outcomes, the authors at the same time benefit from and contribute to the strategy-as-practice research program. Empirically, the authors study how the executive management of Hoechst AG successfully made unthinkable new strategic moves possible, discussable, and realizable in the context of the corporation’s strategic transformation between 1994 and 1996.","PeriodicalId":438370,"journal":{"name":"Routine Dynamics in Action: Replication and Transformation","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134097493","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 6

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Routine Dynamics in Action: Replication and Transformation Pub Date : 2019-05-15 DOI: 10.1108/s0733-558x20190000061011

引用次数: 0

Chapter 7 The Role of Multiple Points of View in Non-envisioned Routine Creation: Taking Initiative, Creating Connections, and Coping with Misalignments 第七章多角度在非设想常规创造中的作用:采取主动、建立联系和应对错位

Routine Dynamics in Action: Replication and Transformation Pub Date : 2019-05-15 DOI: 10.1108/S0733-558X20190000061008

J. V. Mierlo, Raymond Loohuis, T. Bondarouk

{"title":"Chapter 7 The Role of Multiple Points of View in Non-envisioned Routine Creation: Taking Initiative, Creating Connections, and Coping with Misalignments","authors":"J. V. Mierlo, Raymond Loohuis, T. Bondarouk","doi":"10.1108/S0733-558X20190000061008","DOIUrl":"https://doi.org/10.1108/S0733-558X20190000061008","url":null,"abstract":"Large corporate policy changes usually take the form of a top-down approach based on a clearly envisioned routine and an implementation plan. Yet, the authors report on a study of a bottom-up approach in which key members of a service company created a new hiring routine that supported a companywide new human resource management (HRM) hiring policy without any prior envisioned plan. We pay particularly close attention to the perspectives of this company’s HRM professionals, line managers, and middle-level managers. The authors used the literature on routine dynamics to examine in detail which actions were taken by key members in this organization to create the new hiring routine. Through in-depth interviews, the authors found that line managers, HRM professionals, and middle-level managers significantly differed in their points of view regarding their role in the new hiring routine, and how it should work best. As a result of these different points of view, the actors took different actions that nonetheless contributed to building the new routine including creating new internal and external connections, supplying expertise, and ensuring oversight of the new way of hiring. The authors also observed that the creation of this new routine also implied conflicts as a result of different points of view and actions. Nonetheless, the end result was the establishment of a new company-wide accepted hiring routine that even surpassed the expectations of top management. With this study, the authors contribute to the literature on routine dynamics by demonstrating the generative potential of multiple points of view and conflicts in creating new routines involved in large corporate policy change by showing how misalignments between the actors’ perspectives do not need to hamper the creation of new action patterns but rather support it.","PeriodicalId":438370,"journal":{"name":"Routine Dynamics in Action: Replication and Transformation","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128647054","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 2