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Article
Publication date: 21 June 2011

Allan Hansen

The methodological debate relating to accounting research using actor‐network theory (ANT) has primarily focused on how ANT generates performative studies that significantly…

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Abstract

Purpose

The methodological debate relating to accounting research using actor‐network theory (ANT) has primarily focused on how ANT generates performative studies that significantly differ from ostensive studies. These discussions have in many ways (and for good reasons) distanced performative from ostensive research. Recently, however, several scholars have emphasized the interdependencies between ostensive and performative aspects when it comes to knowledge development, thereby underlining the need to coordinate ostensive and performative studies and bring them closer together. The purpose of this paper is to discuss the methodological opportunities and limitations for ANT researchers who seek to move closer to ostensive research.

Design/methodology/approach

The basis for exploring the opportunities and threats stemming from integration at the methodological level is a comparison of performative and ostensive case study methodologies as they have been presented in research. Robert K. Yin's case study methodology is chosen to represent an ostensive view whereas performative case study methodology is represented by the methodological reflections of Bruno Latour, John Law, and Michel Callon.

Findings

The paper illustrates how the process is a balancing act. On the one hand, it requires performative researchers to relate more closely to aspects decisive for ostensive researchers; yet, on the other, they need to preserve the distinctiveness of the performative approach.

Originality/value

This paper exemplifies these issues with reference to management accounting research and contributes by clarifying the methodological implications of moving performative research closer to ostensive research.

Details

Qualitative Research in Accounting & Management, vol. 8 no. 2
Type: Research Article
ISSN: 1176-6093

Keywords

Article
Publication date: 23 July 2020

Haifen Lin, Tingchen Qu and Yanfang Hu

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

European Journal of Innovation Management, vol. 24 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 5 June 2017

Jacqueline C. Pike, Elisabeth W. Joyce and Brian S. Butler

Community-governed mass collaborations are virtual organizations in which volunteers self-organize to produce content of value. Given the high turnover of participants and the…

Abstract

Purpose

Community-governed mass collaborations are virtual organizations in which volunteers self-organize to produce content of value. Given the high turnover of participants and the continual development and modification of governance modules, questions arise about how mass collaborations can succeed. Based on organizational routine theory, the purpose of this paper is to investigate how different aspects of routines can support the goals of mass collaborations.

Design/methodology/approach

Proposed hypotheses are developed and tested with data from a critical decision-making area of a successful community-governed mass collaboration – Wikipedia’s content review process.

Findings

The findings support the arguments that routines that reinforce governance serve important roles in enabling mass collaboration in the presence of transient participation and dynamic task demands in addition to creating a greater likelihood of success as outlined by the collaboration.

Research limitations/implications

One limitation of this study is that it examines these types of routines in only one context, Wikipedia’s content review process, and Wikipedia is an unusually successful, community-governed mass collaboration. However, this can be considered a conservative test as mass collaborations in more formal contexts or in traditional organizations face fewer hurdles due to more stable social norms, routines, and participant populations.

Practical implications

Greater understanding of how community-governed mass collaborations “get the work done” in spite of participant transience and governance flux can guide developers in managing flourishing communities.

Originality/value

While routines have been studied in traditional organizations, little work has been done with routines in community-governed mass collaborations and how they enable both stability and flexibility.

Details

Information Technology & People, vol. 30 no. 2
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 4 July 2016

Johanna Habib and Cathy Krohmer

The performative approach views organizational routines as generative systems with internal aspectsostensive and performativeand dynamics (Feldman and Pentland, 2003). The…

Abstract

Purpose

The performative approach views organizational routines as generative systems with internal aspectsostensive and performativeand dynamics (Feldman and Pentland, 2003). The purpose of this paper is to better understand under which conditions the routine dynamics happens or not.

Design/methodology/approach

To deal with this issue, for 13 months, the authors conducted a comparative and longitudinal case studies based on the evolution of the organizational routines in absence management in two departments of a French hospital.

Findings

The results show contrasting dynamics in the studied organizational routines: one evolved, the other in contrast, seemed blocked. The authors suggest that the routine dynamics depends on the relative weight of its ostensive and performative aspects: a balance situation makes mutual adaptions possible and an imbalance situation leads to the conservation of defective routine. The research underlines also that, in the hospital context, the capacity of management and teams to discuss and to negotiate the implementation of external rules plays an important role in the balance of the internal dimensions of routine.

Originality/value

While the literature on performative approach focusses on the “how and why” the routine act as a source of continuous change, this research investigates more in depth the working of the routines dynamics itself. The issue of balance or imbalance introduces a new element in the framework of routine dynamics and can constitute an interesting focus for managers looking to transform their organizational routines.

Details

Journal of Organizational Change Management, vol. 29 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 10 May 2011

Martijn van der Steen

The purpose of this paper is to explore the dynamics involved in the emergence and change of management accounting routines. It seeks to provide an understanding of the ways in…

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Abstract

Purpose

The purpose of this paper is to explore the dynamics involved in the emergence and change of management accounting routines. It seeks to provide an understanding of the ways in which these complex routines foster stability and change in management accounting practices.

Design/methodology/approach

A longitudinal case study was conducted at the Rabobank Groningen – an autonomous member of the cooperative Rabobank group – over a period of four years. The emergence of a new routine of planning and control was traced, which evolved substantially over the period of study.

Findings

It was found that the cognitive representations of the routine studied, i.e. the way it was subjectively understood, provided a temporarily stable basis for the routine. Change arose from improvisations through its recurrent performances. It was also found that change could result from complex dynamics in the routine, as opposed to viewing them as static and stable entities that react to “external” stimuli.

Research limitations/implications

The research findings contribute to an understanding of the reproduction of management accounting routines and the ways in which change can arise in these routines. It provides a means to study the micro‐processes of reproduction of routines, which play an important part in institutional theories of management accounting change.

Originality/value

This paper places management accounting routines and their processes of reproduction at the centre of the argument to provide an understanding of the role of routines in accounting change. Since the notion of management accounting routines has not been developed extensively, this understanding contributes to studies into the nature of routines and their role in management accounting change.

Details

Accounting, Auditing & Accountability Journal, vol. 24 no. 4
Type: Research Article
ISSN: 0951-3574

Keywords

Article
Publication date: 6 April 2012

Ed Vosselman

The purpose of this paper is to contrast and to connect a transaction cost economics (TCE) perspective and an actor‐network theory (ANT) perspective on control of interfirm…

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Abstract

Purpose

The purpose of this paper is to contrast and to connect a transaction cost economics (TCE) perspective and an actor‐network theory (ANT) perspective on control of interfirm transactional relationships.

Design/methodology/approach

The paper outlines two theoretical perspectives on interfirm control: an ostensive TCE perspective and a performative ANT perspective. By contrasting these perspectives the different assumptions of each perspective are highlighted. By connecting them, potentially interacting research approaches become visible.

Findings

Ostensive research and performative research may be two sides of the same coin. Ostensive TCE‐based research produces intentional explanations for the choice of certain control structures, while performative research exposes the mobilization of control structures in specific episodes from practice. Interaction between the two potentially accelerates and enhances knowledge production on control in interfirm relationships. TCE‐based ostensive research produces conceptualizations that can be followed as actors, thus enabling a demonstration of their enactment. Conversely, ANT‐based research may challenge the stability of (con)text as it is perceived in TCE‐based research.

Originality/value

The paper offers a base for multi‐paradigm research into control of interfirm transactional relationships. Specifically, the paper offers a base for connecting TCE‐informed research and ANT‐informed research into interfirm control.

Details

Qualitative Research in Accounting & Management, vol. 9 no. 1
Type: Research Article
ISSN: 1176-6093

Keywords

Article
Publication date: 2 July 2018

Shumpei Iwao and Mihail Marinov

The purpose of this paper is to examine factors that inhibit and facilitate the contribution of continuous improvement activities to advance performance in “lean” factories.

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Abstract

Purpose

The purpose of this paper is to examine factors that inhibit and facilitate the contribution of continuous improvement activities to advance performance in “lean” factories.

Design/methodology/approach

From the perspective of the routine dynamics theory, this paper considers the possibility of changes in the standard operating procedures (SOPs) made in the course of continuous improvement activities being ignored by employees. This paper builds a hypothesis predicting that firms where employees ignore changes in the SOP cannot achieve the intended improvement effect of these changes. This hypothesis is confirmed with comparative case studies of Toyota and Matsuo.

Findings

At Toyota there is an incentive to perform operations according to the SOP, while at Matsuo this incentive is not present. This difference means that process improvement activities at Toyota generate changes in manufacturing operations, while at Matsuo, although the SOP has been changed, workers continue to perform operations according to the old SOP and fail to advance performance. This paper argues that the presence/absence of an incentive to perform operations according to the SOP is dependent on whether the responsibility of the performance lies with the SOPs or employees. Additionally, this paper finds that the SOP not only limits employees’ creativities but also supports creative activities for the development of continuous improvement as an organizational activity.

Research limitations/implications

The generalization of our findings requires statistical support for which an extensive subsequent sampling survey including non-Japanese firms is necessary.

Originality/value

This study makes a new suggestion regarding the theory of routine dynamics and the fields of operations management: adequate management of consistency between the three aspects (material, ostensive and performative) of organizational routines is important for lean manufacturing.

Details

Benchmarking: An International Journal, vol. 25 no. 5
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 9 February 2010

Jérôme Méric and Rémi Jardat

Induction and institutions may have followed the same tracks for a long period of time, but their interaction is scarcely analyzed. On the one hand, induction prepares newcomers…

Abstract

Purpose

Induction and institutions may have followed the same tracks for a long period of time, but their interaction is scarcely analyzed. On the one hand, induction prepares newcomers to work in an organization that is completely new to them. On the other hand, institutions apparently need induction processes to maintain themselves in the same time they renew their members. The purpose of the present paper is to analyze induction as a practice, and to show how this practice turns itself into an institution, in spite of the embeddedness of action scripts into rational schemes.

Design/methodology/approach

The paper introduces the case of a retail bank and a consulting company in France. Both have formalized induction systems, but they show enough differences to be considered as offering two complementary approaches of a same practice. The same method is applied to both fields. It consists of analyzing induction as an aggregate of ostensive (action scripts), performative (actions themselves) elements, and artefacts (material productions).

Findings

The successive steps of selections and integration of induction process appear as ways of testing the compatibility of newcomers with the immunity system of the organization. Moreover, throughout both case studies, the ostensive aspect of induction has remained stable for years, although markets and business models have changed a lot. Induction seems to be frozen as far as practicing (i.e. the implementation of action scripts) is concerned. The study of practising (i.e. the dialectic interaction of ostensive, performative elements, and artefacts) shows that constant and individually lead adaptive moves preserve the institutionalized practice without any shape of rigidity.

Originality/value

Stability vs change, uniformity vs diversity depends on the lens by which the paper it looks at practices. If it takes into consideration the ocean of actions that are performed day after day inside the firm, diversity and change appear. However, if it adopts a longer range look at what happens and correlate it to appropriate institutional factors, stability, and uniformity emerge from permanent change. That disqualifies both technocratic attempts to standardize performance from abstract patterns and naive designs of spontaneous emergence of “not embedded” behaviors.

Details

Society and Business Review, vol. 5 no. 1
Type: Research Article
ISSN: 1746-5680

Keywords

Article
Publication date: 14 September 2015

Gloria Appiah and David Sarpong

– The purpose of this paper is to propose a conceptual model to unpack the relationship between organisational routines and strategic foresight integration.

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Abstract

Purpose

The purpose of this paper is to propose a conceptual model to unpack the relationship between organisational routines and strategic foresight integration.

Design/methodology/approach

Three moderating factors, actors mindfulness, organisational context and organisational ambidexterity, are used in a Routines-Foresight Model to explain how and when organisational routines might influence strategic foresight integration. In addition, the interactions between the ostensive and performative aspects of routines are linked to the concept of routines as generative structures to provide a solid theoretical foundation for the relationship between routines and foresight.

Findings

The success (or failure) of foresight integration is partly a result of the nature of interaction between the ostensive and performative aspects of routines within a focal organisation. As a result of the characteristic embeddedness of routines in organisations however, certain factors further act as moderators to contribute to a holistic explanation of how the ostensive and performative interaction influence foresight integration success.

Research limitations/implications

This paper proposes that routines, whether seen from a change or stability-inducing perspective, could lead to success or failure in foresight integration depending on how the moderating factors (actor’s mindfulness, organisational context and organisational ambidexterity) are managed to accommodate feedback from an organisation’s external environment. In this way, the model proposed challenges present perceptions of routines as leading to successful change behaviours if flexibility is allowed or to failure if they are rigid and unchanging.

Practical implications

Cultivating strategic foresight involves the integration of foresight into organisational decisions and requires organisations to pay attention to understanding the organizing logic of its organizing routines and the contextual factors within which these routines are performed.

Originality/value

The paper draws on the organisational routines literature to develop new insights into the cultivation of organisational foresightfulness.

Details

Foresight, vol. 17 no. 5
Type: Research Article
ISSN: 1463-6689

Keywords

Article
Publication date: 13 April 2018

Saurav Snehvrat and Swarup Dutta

The purpose of this paper is to explore the multi-faceted role of metaroutines in dealing with nested ambidexterity challenges experienced during new product introductions (NPIs…

Abstract

Purpose

The purpose of this paper is to explore the multi-faceted role of metaroutines in dealing with nested ambidexterity challenges experienced during new product introductions (NPIs) at Tata Motors, an Indian automotive giant.

Design/methodology/approach

This study utilizes an in-depth multi-level case study highlighting the ambidexterity dynamics across strategic, business unit and functional levels.

Findings

The authors visualize the NPI system found in the firm, including the interactions between structure, process and governance, as a metaroutine. Based on this visualization, the authors argue that certain ostensive (like voice of customer, commonality) and performative (role of leadership and creative recombination) aspects of the metaroutine aid exploratory and exploitative learning across levels at Tata Motors. Further, the authors argue that the role of embedded NPI metaroutine aspects in promoting multi-level ambidexterity offers a distinct form when compared with other academically established forms of structural, contextual and temporal ambidexterity.

Practical implications

This study focuses on the aspects of the NPI metaroutine that enable ambidexterity within the studied firm. The authors argue that apart from the structural, temporal and contextual mechanisms, managers also need to focus on the nuances of NPI metaroutines and their potential to promote ambidexterity across levels.

Originality/value

The authors visualize the interactions between the process, structure and governance mechanisms, related to NPI, as a metaroutine. The authors argue that metaroutine enabled approaches to ambidexterity offer a distinct form when compared with other academically established forms of structural, contextual and temporal ambidexterity. Also, metaroutine enabled ambidexterity explains a possible way through which multi-level ambidexterity can be promoted and managed within organizations.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 5 no. 3
Type: Research Article
ISSN: 2051-6614

Keywords

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