Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-78c5997874-j824f Total loading time: 0 Render date: 2024-11-17T21:28:23.400Z Has data issue: false hasContentIssue false

Chapter 29 - Routine Dynamics and Management Practice

from Part III - Themes in Routine Dynamics Research

Published online by Cambridge University Press:  11 December 2021

By
Simon Grand
Edited by
Martha S. Feldman ,
Brian T. Pentland ,
Luciana D'Adderio ,
Katharina Dittrich ,
Claus Rerup  and
David Seidl
Martha S. Feldman
Affiliation:
University of California, Irvine
Brian T. Pentland
Affiliation:
Michigan State University
Luciana D'Adderio
Affiliation:
University of Edinburgh
Katharina Dittrich
Affiliation:
University of Warwick
Claus Rerup
Affiliation:
Frankfurt School of Finance and Management
David Seidl
Affiliation:
University of Zurich
Get access

Summary

This Chapter discusses the potential and relevance of a practice perspective on management that sees routines and the dynamics of routines as an essential focus of managerial engagement. The Routine Dynamics research program has opened the door for this view on management, to understand how management shapes stability and change in organizations. The Chapter presents studies on the role of management in enacting routine performance, in reflecting routine dynamics, and in mobilizing specific settings to creating and changing routines. Furthermore, the study of management routines, essential for stability and change in managerial engagement itself, has recently gained attention, in the context of the Strategy-as-Practice research program. We explore the current state and identify promising opportunities for future research

Keywords

Routinesroutine dynamicsmanagementmanagement practicemanagement routinesmanagerial engagementpractice perspectivestrategy-as-practice
Type
Chapter
Information
Cambridge Handbook of Routine Dynamics , pp. 397 - 406
Publisher: Cambridge University Press
Print publication year: 2021

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Barnard, C. (1938). The Function of the Executive. Cambridge, MA: Harvard University Press.Google Scholar
Becker, M. C., Knudsen, T. and March, J. G. (2006). Schumpeter, Winter, and the sources of novelty. Industrial and Corporate Change, 15(2), 353–371.Google Scholar
Boltanski, L., and Thévenot, L. (1991). De la justification. Les économies de la grandeur. Paris: Gallimard.Google Scholar
Brown, J. S. and Duguid, P. (1991). Organizational learning and communities-of-practice: Toward a unified view of working, learning and innovation. Organization Science, 2(1), 40–57.CrossRefGoogle Scholar
Brundin, E. and Melin, L. (2012). Managerial practices in family-owned firms: Strategizing actors, their arenas, and their emotions. In Tengblad, S., ed., The Work of Managers: Towards a Practice Theory of Management. Oxford: Oxford University Press, pp. 281–300.Google Scholar
Bucher, S., and Langley, A. (2016). The interplay of reflective and experimental spaces in interrupting and reorienting routine dynamics. Organization Science, 27(3), 594–613.Google Scholar
Chia, R. and Holt, R. (2009). Strategy without Design. The Silent Efficacy of Indirect Action. Cambridge: Cambridge University Press.Google Scholar
Cohendet, P. S. and Simon, L. O. (2016). Always playable: Recombining routines for creative efficiency at Ubisoft Montreal’s video game studio. Organization Science, 27(3), 614–632.CrossRefGoogle Scholar
Cunliffe, A. (2009). A Very Short, Fairly Interesting and Reasonably Cheap Book about Management, 2nd edition. London: Sage.CrossRefGoogle Scholar
Czarniawska, B. (2008). A Theory of Organizing. Cheltenham: Edward Elgar.Google Scholar
D’Adderio, L. (2014). Replication dilemma. Organization Science, 25(5), 1325–1350.CrossRefGoogle Scholar
D’Adderio, L. and Pollock, N., (2014). Performing modularity: Competing rules, performative struggles and the effect of organizational theories on the organization. Organization Studies, 35(12), 1813–1843.CrossRefGoogle Scholar
Danner-Schröder, A. and Geiger, D. (2016). Unravelling the motor of patterning work: Toward an understanding of the microlevel dynamics of standardization and flexibility. Organization Science, 27, 633–658.Google Scholar
Dittrich, K., Guérard, S. and Seidl, D. (2016). Talking about routines: The role of reflective talk in routine change. Organization Science, 27(3), 678–697.Google Scholar
Drucker, Peter (1967). The Effective Executive. New York: Harper & Row.Google Scholar
Farjoun, M. (2010). Beyond dualism: Stability and change as a duality. Academy of Management Review, 35(2), 202–225.Google Scholar
Feldman, M. S. (2000). Organizational routines as a source of continuous change. Organization Science, 11(6), 611–629.Google Scholar
Feldman, M. S. (2003). A performative perspective on stability and change in organizational routines. Industrial and Corporate Change, 12(4), 727–752.Google Scholar
Feldman, M. S. (2015). Theory of routine dynamics and connections to strategy as practice. In Golshorki, D., Rouleau, L., Seidl, D. and Vaara, E., eds., The Cambridge Handbook on Strategy as Practice, 2nd edition. Cambridge: Cambridge University Press, pp. 317–330.CrossRefGoogle Scholar
Feldman, M. S., D’Adderio, L., Dittrich, K. and Jarzabkowski, P. (2019). Routine Dynamics in Action: Replication and Transformation. Research in the Sociology of Organizations, Volume 61. Bingley: Emerald Publishing.CrossRefGoogle Scholar
Feldman, M. S. and Orlikowski, W. J. (2011). Theorizing practice and practicing theory. Organization Science, 22(5), 1240–1253.CrossRefGoogle Scholar
Feldman, M. S. and Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48(1), 94–118.Google Scholar
Feldman, M. S., Pentland, B. T., D’Adderio, L. and Lazaric, N. (2016). Beyond routines as things: Introduction to the special issue on routine dynamics. Organization Science, 27(3), 505–513.Google Scholar
Gherardi, S. (2006). Organizational Knowledge: The Texture of Workplace Learning. Oxford: Blackwell Publishing.Google Scholar
Golshorki, D., Rouleau, L., Seidl, D. and Vaara, E. (2015). The Cambridge Handbook on Strategy as Practice, Cambridge: Cambridge University Press.Google Scholar
Grand, S. (2016). Routines, Strategies and Management: Engaging for Recurrent Creation ‘At the Edge’. Cheltenham: Edward Elgar Publishing.Google Scholar
Grand, S. and Bartl, D. (2019). Making new strategic moves possible: How executive management enacts strategizing routines to strengthen entrepreneurial agility. In Feldman, M. S., D’Adderio, L., Dittrich, K. and Jarzabkowski, P., eds., Routine Dynamics in Action: Replication and Transformation. Research in the Sociology of Organizations, Volume 61. Bingley: Emerald Publishing, pp. 123–152.CrossRefGoogle Scholar
Hendry, J. and Seidl, D. (2003). The structure and significance of strategic episodes: Social systems theory and the routine practices of strategic change. Journal of Management Studies, 37(7), 955–977.Google Scholar
Howard-Grenville, J. A. (2005). The persistence of flexible organizational routines: The role of agency and organizational context. Organization Science, 16, 618–636.Google Scholar
Howard-Grenville, J. A. and Rerup, C. (2016). A process perspective on organizational routines. The SAGE Handbook of Organization Process Studies. Thousand Oaks, CA: Sage.Google Scholar
Jarzabkowski, P., Lê, J. K. and Feldman, M. S. (2012). Toward a theory of coordinating: Creating coordination mechanisms in practice. Organization Science, 23, 907–927.Google Scholar
Jarzabkowski, P. and Seidl, D. (2008). The role of meetings in the social practice of strategy. Organization Studies, 29(11), 1391–1426.CrossRefGoogle Scholar
Jullien, F. (2005). Conférence sur l’efficacité. Paris: Presses Universitaires de France.CrossRefGoogle Scholar
Korica, M., Nicolini, D. and Johnson, B. (2017). In search of managerial work: Past, present and future of an analytical category. International Journal of Management Review, 19, 151–174.CrossRefGoogle Scholar
Latour, Bruno. (2005). Reassembling the Social: An Introduction to Actor-Network-Theory. Oxford: Oxford University Press.Google Scholar
Law, J. (2004). After Method: Mess in Social Science Research. Abingdon: Routledge.Google Scholar
Menuhin, J. and McGee, J. (2001). Strategizing routines in HSBC (UK). Paper Presented at the DRUID Nelson and Winter Conference, Aalborg, Denmark.Google Scholar
Mintzberg, H. (1971). Managerial work: Analysis from observation. Management Science, 18(2), 192–219.CrossRefGoogle Scholar
Mintzberg, H. (1994). Rounding out the manager’s job. Sloan Management Review, 36, 11–26.Google Scholar
Mintzberg, H. (2009). Managing. San Francisco: Berrett-Koehler.Google Scholar
Nicolini, D. (2009). Zooming in and out: Studying practices by switching theoretical lenses and trailing connections. Organization Studies, 30, 1391–1418.Google Scholar
Nicolini, D. (2012). Practice Theory, Work and Organization. Oxford: Oxford University Press.Google Scholar
Nicolini, D. and Monteiro, P. (2017). The practice approach: For a praxeology of organizational and management studies. In Langley, A. and Tsoukas, H., eds., The SAGE Handbook of Process Organization Studies. London: Sage, pp. 110–126.Google Scholar
Noordegraaf, M. and Stewart, R. (2000). Managerial behavior research in private and public sectors: Distinctiveness, disputes and directions. Journal of Management Studies, 37, 427–443.Google Scholar
Parmigiani, A. and Howard-Grenville, J. (2011). Routines revisited: Exploring the capabilities and practice perspectives. Academy of Management Annals, 5(1), 413–453.Google Scholar
Pentland, B. and Feldman, M. (2008). Designing routines: On the folly of designing artifacts, while hoping for patterns of action. Information and Organization, 18, 235–250.Google Scholar
Reckwitz, A. (2002). Toward a theory of social practices: A development in culturalist theorizing. European Journal of Social Theory, 5(2), 243–263.CrossRefGoogle Scholar
Rerup, C. and Feldman, M. S. (2011). Routines as a source of change in organizational schema: The role of trial-and-error learning. Academy of Management Journal, 54, 577–610.Google Scholar
Rüegg-Stürm, J. and Grand, S. (2020). Managing in a Complex World. 2nd extended edition. Bern: Haupt.Google Scholar
Salvato, C. (2003). The role of micro‐strategies in the engineering of firm evolution. Journal of Management Studies, 40(1), 83–108.Google Scholar
Salvato, C. (2009). Capabilities unveiled: The role of ordinary activities in the evolution of product development processes. Organization Science, 20(2), 384–409.Google Scholar
Salvato, C. and Rerup, C. (2011). Beyond collective entities: Multilevel research on organizational routines and capabilities. Journal of Management, 37(2), 468–490.Google Scholar
Sandberg, J. and Tsoukas, H. (2011). Grasping the logic of practice: Theorizing through practical rationality. Academy of Management Review, 36, 338–360.Google Scholar
Schatzki, T. R., Knorr Cetina, K. and von Savigny, E., eds. (2002). The Practice Turn in Contemporary Theory. London: Routledge.Google Scholar
Sele, K. and Grand, S. (2016). Unpacking the dynamics of ecologies of routines: Mediators and their generative effects in routine interactions. Organization Science, 27(3), 722–738.Google Scholar
Simon, H. A. (1996). The Sciences of the Artificial, 3rd edition. Cambridge, MA: MIT Press.Google Scholar
Sonenshein, S. (2016). Routines and creativity: From dualism to duality. Organization Science, 27(3), 739–758.CrossRefGoogle Scholar
Tengblad, S. (ed.) (2012). The Work of Managers: Towards a Practice Theory of Management. Oxford: Oxford University Press.Google Scholar
Thévenot, L. (2001). Pragmatic régimes governing the engagement with the world. In Schatzki, T. R., Knorr Cetina, K. and von Savigny, E., eds., The Practice Turn in Contemporary Theory. London: Routledge, pp. 56–73.Google Scholar
Thévenot, L. (2006). L’action au pluriel. Sociologie des régimes d’engagement. Paris: La Découverte.Google Scholar
Tsoukas, H. and Chia, R. (2002). On organizational becoming: Rethinking organizational change. Organization Science, 13(5), 567–582.Google Scholar
Turner, S. F. and Rindova, V. (2012). A balancing act: How organizations pursue consistency in routine functioning in the face of ongoing change. Organization Science, 23(1), 24–46.Google Scholar
Vaara, E. and Whittington, R. (2012). Strategy-as-practice: Taking social practices seriously. Academy of Management Annals, 6(1), 285–336.Google Scholar
Wenger, E. (1998). Communities of Practice: Learning, Meaning, and Identity. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Zbaracki, M. J. and Bergen, M. (2010). When truces collapse: A longitudinal study of price-adjustment routines. Organization Science, 21(5), 955–972.CrossRefGoogle Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×