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Article
Publication date: 26 February 2021

Feim Blakçori and Jeremy Aroles

In an ever-complexifying business context, organizations need to continuously adapt, adjust and change their routines in order to remain competitive. Drawing upon a…

Abstract

Purpose

In an ever-complexifying business context, organizations need to continuously adapt, adjust and change their routines in order to remain competitive. Drawing upon a qualitative study focusing on three Southeastern European countries (Greece, Bulgaria and Serbia), this paper explores the role played by managerial feedback on routine change within small and medium enterprises (SMEs).

Design/methodology/approach

The authors draw from an in-depth qualitative study of six manufacturing SMEs located in three Southeastern European countries: Greece, Bulgaria and Serbia. The process of data collection, which spanned over a period of fifteen months, was centred around both interviews and observations.

Findings

The authors argue that feedback is a powerful and constructive managerial practice that sets to initiate changes in routines through three different means: (1) making sense of the changes required (by channelling information), (2) rationalizing the decision for changing the unproductive routines and (3) reviewing the process of change through the legitimization of situational routines. In addition to this, the authors found that managers perceive that routines need to change for four main reasons: inability to meet targets (e.g. performance); too cumbersome to deal with complex environments; inflexibility and failing to provide control; obsolete in terms of providing a sense of confidence.

Practical implications

This research provides evidence that feedback is an important managerial means of changing routines in informal, less bureaucratic and less formalized workplaces such as SMEs. Managers might embrace deformalized approaches to feedback when dealing with routines in SMEs. Working within a very sensitive structure where the majority of changes on routines need to be operationalized through their hands, managers and practitioners should deploy feedback in order to highlight the importance of routines as sources of guiding actions, activities and operations occurring in SMEs that create better internal challenges and processes.

Originality/value

The authors’ research suggests that routines are subject of change in dynamic and turbulent situations. Perceiving routines as antithetical to change fails to capture the distinctive features of change such as its fluidity, open-endedness, and inseparability. Likewise, the authors claim that routines are socially constructed organizational phenomena that can be modulated in different ways in SMEs.

Details

Journal of Organizational Change Management, vol. 34 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 3 November 2020

François-Xavier de Vaujany, Emmanuelle Vaast, Stewart R. Clegg and Jeremy Aroles

The purpose of this paper is to understand how historical materialities might play a contemporary role in legitimation processes through the memorialization of history and…

Abstract

Purpose

The purpose of this paper is to understand how historical materialities might play a contemporary role in legitimation processes through the memorialization of history and its reproduction in the here-and-now of organizations and organizing.

Design/methodology/approach

The authors briefly review the existing management and organization studies (MOS) literature on legitimacy, space and history; engage with the work of Merleau-Ponty to explore how organizational legitimacy is managed in time and space; and use the case of two Parisian universities to illustrate the main arguments of the paper.

Findings

The paper develops a history-based phenomenological perspective on legitimation processes constitutive of four possibilities identified by means of chiasms: heterotopic spatial legacy, thin spatial legacy, institutionalized spatial legacy and organizational spatial legacy.

Research limitations/implications

The authors discuss the implications of this research for the neo-institutional literature on organizational legitimacy, research on organizational space and the field of management history.

Originality/value

This paper takes inspiration from the work of Merleau-Ponty on chiasms to conceptualize how the temporal layers of space and place that organizations inhabit and inherit (which we call “spatial legacies”), in the process of legitimation, evoke a sensible tenor.

Details

Qualitative Research in Organizations and Management: An International Journal, vol. 16 no. 1
Type: Research Article
ISSN: 1746-5648

Keywords

Content available
Article
Publication date: 2 March 2015

Jeremy Aroles

335

Abstract

Details

Information Technology & People, vol. 28 no. 1
Type: Research Article
ISSN: 0959-3845

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