Summary: Organizational Routines As A Source Of Continuous Change

Read the summary and the most important questions on Organizational Routines as a Source of Continuous Change

• 1 Introduction

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• What are routines according to the old view?

  
  Repeated patterns of behavior that are bound by rules and customs and that do not change very much from one iteration to another

• What are routines according to Feldman?

  
  Repetitive, recognizable pattern of interdependent actions, involving multiple actors

• Which routines are discussed in this article?

  
  

  • Hiring
    
  • Training
    
  • Budgeting
    
  • Moving students into residence halls at the beginning of the year
    
  • Closing the residence hall at the end of the year
    

• What are the five reasons for change in habitual routines of groups? (According to Gersinck and Hackman)

  1. Encountering a novel state of affairs
     
  2. Experiencing a failure
     
  3. Reaching a milestone in the life or work of the group
     
  4. Receiving an intervention that calls members’ attention to their group norms
     
  5. Having to cope with a change in the structure of the group itself
     

• How one can think of routines

  As flows of connected ideas, actions and outcomes.

• Which 2 kinds of outcomes are implicated in continuous change?

  1. Outcomes that fall short of ideals
  2. Outcomes that present new opportunities

• 2 Discussion

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• How are the dynamics of routines?

  
  

  1. Reasons why participants in routines sometimes change them - related to different kinds of outcomes
     
  2. These types of outcome are associated with a change response
     
  3. These outcomes and the change responses may occur in relation to either the process of the routine or what the routine accomplishes
     
  4. These three processes of change differ in their increased emphasis on the creativity of the agents as the performers of organizational routines
     

• Which reasons are related to different types of outcomes?

  1. One reason is that sometimes actions do not produce the intended outcomes. 
     
  2. Another is that sometimes actions produce outcomes that create new problems that need to be solved: Actions produce unintended and undesirable outcomes.
     
  3. A third reason is that rather than producing problems, actions can result in outcomes that produce new resources, and therefore enable new opportunities.
     
  4. A fourth possibility is that the outcome produced is intended but that participants still see improvements that could be made.
     

• How should we think about performative routines?

  
  

  • As a flow that includes broad range of thoughts, feelings and actions that people experience as they engage in work.
    
  • Performative model captures this range and proposes conceptualizing routines as a cycle plans, actions, outcomes, ideals
    

  
  

  • Interactions between the elements in the cycle support the actions of repairing, expanding and striving that change routines
    

• What is a learning organization?

  An organization that is continually expanding its capacity to create its future.