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Network embeddedness has been widely considered in enterprise innovation as an effective means of overcoming resource dilemmas. However, while focussing on acquiring external innovation resources, the existing research often ignores the vital role of internal routine updates. Therefore, this study explores the mechanism by which network embeddedness affects innovation performance of enterprises from the perspective of organisational routine updating.

This paper proposes a theoretical model based on social network theory and organisational routines–immune response theory. A total of 328 pieces of research data on high-tech enterprises in China were collected, and the hypotheses were verified using hierarchical regression analysis.

The results show that the two forms of network embeddedness – structural embeddedness and relational embeddedness, have a positive effect on enterprise innovation performance and a significant positive effect on organisational routine revision and organisational routine creation. Both organisational routine revision and organisational routine creation positively affect enterprise innovation performance and partially mediate the relationship between network embeddedness and enterprise innovation performance.

This conclusion provides a new perspective on the impact of network embeddedness on enterprise innovation performance and expands the related research on organisational routine updating. This study provides a theoretical reference for high-tech enterprises to improve their competitiveness and innovation performance through network embeddedness and organisational routine updating.

This study aims to explore whether digital platform capabilities (integration and reconstruction) affect technological innovation through knowledge bases in the dimensions of breadth and depth and the moderating role of organisational routines updating.

Hierarchical regression, mediation effect test macro and bootstrap were conducted to empirically analyse two waves of longitudinal survey data from 179 Chinese technology firms.

Results confirmed that knowledge bases (breadth and depth) mediated the effect of digital platform capabilities (integration and reconstruction) on technological innovation and that updating of organisational routines moderated the relationship between knowledge bases and technological innovation.

These findings offer guidance to firms that aim to achieve technological innovation and advantages, highlighting the importance of digital platform capabilities, knowledge bases and organisational routines updating.

Advancing from existing digital strategies and firm innovation literature, the authors provide a new perspective (knowledge bases) to respond to the information technology (IT) paradox and understand the role of digital platform capabilities in improving technological innovation.

This paper aims to explore the relationships between organizational unlearning and knowledge transfer in cross-border mergers and acquisitions (M&As) from a routine-based view. The study also stresses the mediating role that knowledge integration capability plays in this relationship.

In all, 178 samples were collected from Chinese multinational corporations that experienced cross-border M&As. In addition, the bootstrap method was used to test the mediating role of knowledge integration capability.

The empirical results indicate that knowledge integration capability is the crucial link between organizational unlearning and knowledge transfer. Specifically, this capability goes beyond the direct effect of organizational unlearning on knowledge transfer and points to the importance of enhancing knowledge integration capability. In turn, knowledge integration capability has a significant influence on knowledge transfer. The study finds that knowledge integration capability mediates the relationship between organizational unlearning and knowledge transfer.

This study adopts a routine-based view to develop a theoretical model for examining the relationship between organizational unlearning, knowledge integration capability and knowledge transfer in the context of cross-border M&As. This model provides new insights for a routine-based understanding of the important mediating role of knowledge integration capability for knowledge transfer and the effects of this role on the specific knowledge transfer, i.e. technological, marketing and managerial knowledge.

This paper aims to address how organizational routines paradoxically affect the process of organizational innovation based on a new construct of routines or to investigate the coexistence of both hindering and promoting effects from routines and their differentiated affecting paths.

This paper adopts an interpretive and exploratory case study on the business model innovation of Yimu Technology Company Limited (Yimu Tech) from product standardization to customization. Considering that this innovation reflects a successful down-up rather than traditional up-down innovation, this paper focuses on it to explore how the most micro routines affect the whole process of innovation. Almost two years were spent in collecting data from Yimu Tech and in following the innovation through approaches of semi-structured interviews, archival data and observation; the data were analyzed through a five-step process before a framework showing the paradoxical effects was finally set up.

This research specifies the construct of organizational routines and promotes a five-dimensional concept covering the organizational, collective and individual levels of an organization. It confirms the interaction between the performative and ostensive aspects of routines, by showing that the ostensive aspect may not only guide tasks performing but also allow multiple changes, and the performative aspect may affect the ostensive aspect through the down-up or up-down path. Also, it finds that routines may paradoxically affect all three phases of innovation, with a strong up-down hindering effect but a weak down-up promoting effect in the preparation phase, a strong down-up promoting effect but a weak hindering effect in the emergence phase and both significant effects in the consolidation phase.

This research is constrained by several limitations. The set up framework of routines and their paradoxical effects on innovation need a further confirmation in more contexts or organizations; more elements should be considered in exploring the evolution of routines and their effects on innovations; little attention has been paid to the relationship between these two types of effects, conflicting with each other, joining together or working independently.

The findings offered some valuable insights for further research on organizational routines and organizational innovation and hold important implications for management practices. This research enriched the two-aspect view of routines by constructing a five-dimensional framework; further research studies on routine dynamics by showing the interaction between the performative and ostensive aspects can contribute to the study on effects of organizational routines on innovations by showing how routines promote and hinder innovation simultaneously throughout the whole process. It reminds managers of the strong power from the microlevel of an organization in innovation.

The purpose of this paper is to provide a process model on how mindfully performed organisational routines can simultaneously enable organisational stability and organisational change.

Via conceptual analysis, the authors develop several propositions and a process model integrating the theory of mindfulness and performative aspects of organisational routines with organisational stability and change. To do so, the authors review the literature on organisational routines, mindfulness, stability, inertia and change.

First, the authors demonstrate that, based on levels of mindfulness employed, performative aspects of organisational routines can be categorised as mindless, mindful and collectively mindful (meta-routines). Second, in the process model, the authors position the mindless performance of routines as enabling organisational stability, mediated through inertial pressure and disabling change, mediated through constrained change capacities. Finally, the authors state that engaging routines with mindfulness at an individual (mindful routines) or collective (meta-routines) level reduces inertia and facilitates change. Such simultaneous engagement leads to either sustaining stability when required or implementing continuous organisational change.

The framework uses continuous, versus episodic, change; future research can consider the model’s workability with episodic change. Future research can also seek to empirically validate the model. The authors hope that this model informs research in organisational change and provides guidance on addressing organisational inertia.

To the best of the authors’ knowledge, this study is the first to categorise the performative aspects of organisational routine based on the extent of mindfulness employed and propose that mindfulness-based practice of routines stimulates either inertia-induced or inertia-free stability and continuous change.

The concept of “routines” is used to classify diverse enterprise application systems (EAS) into a framework. The purpose of this paper is to discuss the theoretical underpinnings and EAS falling into each of the framework quadrants. The framework provides a guideline for firms to meet their EAS‐organizational alignment challenges.

The EAS‐organizational alignment framework in this paper is developed through a synthesis of literature. The framework links EAS and organizational routines according to intra‐ and inter‐levels of organizational analysis and inflexible and flexible governance mechanisms.

The findings suggest that a fit between EAS routines and organizational routines leads to successful EAS deployments and hence improved business performance.

The findings provide researchers with reasons to incorporate routines into existing research models to better explain EAS‐organizational alignment. The next step is to empirically validate the EAS‐organizational alignment framework.

Firms can gain an understanding of how EAS routines and organizational routines can be manipulated to positively influence EAS‐organizational alignment and hence increase business performance. Firms can use routines as strategic tools for adoption and successful deployment of EAS across their global operations.

The paper's findings provide a perspective, different from past research, on our understanding of EAS‐organizational alignment and offer valuable guidance for future research in this area.

The purpose of this paper is to propose the organizational knowledge effects of organization routine breach response.

The paper reviews the routines and knowledge management literatures and applies them to the concept of organizational routine breach.

It is found that three types of organizational routine breach response affect the explicit and tacit knowledge contained within routines differently. These differences can influence organizational performance in positive and negative ways.

Future research can be based on an enhanced understanding of the knowledge effects stemming from breaches in organizational routines.

Managers can use an enhanced understanding of the knowledge effects of organizational routine breach to increase their ability to manage organizational routines and the knowledge contained in them.

This paper links the organizational routines literature with the knowledge management literature to identify the effects of various responses to organization routine breach on organizational knowledge. This integration enables researchers and managers to better understand the implications of routine breach on organizational knowledge and performance.

The purpose of this paper is to discourse the essence and utility of (re)emergence theory as the starting point of understanding and interpreting organizational routines dynamics as well as to propose a conceptual framework reflecting both epistemological and methodological value as the keystone of analysing the rationale of organizational routines and the process of their emergence.

The paper is based on extensive literature studies.

Referring to the research problem concerning the reconciliation organizational routines and the emergence phenomenon, the findings complement the insights of the dominant theoretical perspectives in organizational routine theory, providing a more comprehensive understanding of organizational dynamics by directly addressing the heretofore intractable phenomenon of emergence. In addition, it is going to be a well-justified epistemological base to operationalize routines – not only per se, but also with regard to the mechanisms enacted.

Routines change over time and the current studies results are not sufficient to understand these changes yet. Interpreting organizational routines from the emergence theory perspective reveals their soft, indeterministic, and unpredictable nature and ought to render the scholars dealing with that phenomenon interpretatively and methodologically cautious. Emergence is a priori embedded in organizational routines’ context. The considerations included in the paper are salient regarding ontological and epistemological issues as they emphasize specific thought and research directions in the field of organization study eventually. Emergence ideas may play a part in discussions of spontaneous order, particularly by implementing it to routines construct. A major issue is the role of these ideas and processes within organizational evolution.

Many barriers prevent firms from changing their business models. Inertia, as it accumulates over time, transforms into organizational routines that doom change; however, it can also be a source of organizational flexibility. How does a business model evolve in interaction with organizational routines? This paper aims to study the interactions between forms of participative innovation (PI) and existing business models.

The exploratory approach includes interviews, participant and non-participant observations and archive analysis. It adapts an existing framework, based on the notion of scripts, to the evolutionary dynamic of organizational routines at the French railway company SNCF. The analysis of a set of contextual elements clarifies events over time and interactions between PI and the company’s business model.

The empirical insights indicate how existing routines can help reinvent business models. Business model components evolve along the transformation phases of PI. The case reveals co-evolutionary dynamics: evolution of the organizational routine from bureaucratic suggestion, to structured innovation, to PI leads to the transformation of the business model from functionalist, to customer-centric, to open business model.

Firm managers can think more proactively about how to reinvent established business models by innovating their existing routines, according to the position and role of routines, shifting from sources of rigidity and inertia to levers for innovation and change.

The business model concept serves as a prism of analysis for organizational routines. Organizational routines are sources of flexibility, strategic renewal and business model reinvention.

This paper seeks to present organizational learning processes of knowledge accumulation, articulation, codification and subsequent routine development in a marketing services organization where judgment and rules of thumb were more the norm than codified knowledge and explicit routines. The case illustrates how organizational learning through a conscious knowledge codification effort could lead to tangible benefits for consumer‐driven organizations and how heterogeneous and infrequent yet important routines can be aided by an explicit and dynamic learning process.

After a review of the relevant literature, a case is provided to illustrate many of the key concepts in the organizational learning literature as they are applied to a consumer package goods company.

The case study is followed by a discussion of how the organization in the case applied organizational learning processes through a knowledge clarification and codification system. The organizational learning process was enabled by contextual enablers such as leadership commitment to organizational learning, teamwork and organization‐wide participation in the knowledge articulation and codification processes, and multi‐lateral flow of information across the organization in developing the routines.

Implications of how companies in market‐oriented environments that often have nuanced practices and uncodified norms could utilize various organizational learning processes are discussed in the paper.

It is rare in the field of organizational learning to see the application of numerous learning theories in one place and one organization. Such was the case in this examination, where different roles played by different organizational components, such as support from leadership, teamwork and flexibility, organization‐wide participation, and multilateral communication, in addition to knowledge accumulation, articulation, codification, and circular learning loops were utililzed by the organization to produce marketplace success for a major consumer battery company with heterogeneous and nuanced yet important learning requirements.