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In this chapter, the authors enter the world of ballet to be inspired by artistic teams. This original point of view proposes a complementary understanding of the dynamics of routines replication where preserving the authenticity of the project’s intent is emphasized over economic efficiency considerations.

The authors propose that analyzing the remounting of a ballet as an in-depth extreme case study provides an opportunity to learn more about other aspects that can be relevant in transfer stories: the importance accorded to the intent of the routine to be transferred; the existence of a dialogical dynamic that engages artifacts and memories of this intent; the existence of a meta-routine that structures and enables the transfer of sub-routines across geographical distance in another context. The authors will see that, in this case, routines replication is also made possible through sharing of a routine’s ostensive aspect which is embedded in a professional culture.

The overarching priority in remounting a show is strict respect for the choreographer’s original intent. As replicator and imitator teams encounter the consequences of a new location and its characteristics, the authors will examine how they face the replication dilemma, coordinate themselves, and use innovation to achieve replication.

Using the knowledge-based view of the firm, dynamic capability literature and known dimensions of organizational innovativeness (OI), this article develops two testable models that attempt to explain: (1) how innovativeness functions as a source of capability dynamization and (2) how organizational culture (OC) critically determines this function of innovativeness.

The study uses a cross-sectional design and maximum variation sampling to identify organizations from the population of formal Indian business firms with the aim of controlling the effects of moderating variables such as their size, age, nature of business and ownership. Measurement instruments are borrowed from the literature. The cleaned dataset (n = 453 cases from 13 organizations) is randomly split into two-halves, which are used separately for extracting and confirming underlying factors. Rigorous procedure for assessing scale psychometric properties has been followed. The hypotheses are tested using structural equation modelling (SEM).

Except for a couple of paths that turned out insignificant, the data by and large support the study hypotheses. While market innovativeness failed to emerge as a factor, the capability dynamizing dimensions of innovativeness significantly predict its outcome dimensions of product and process innovativeness. Barring the effect of “trust”, they also fully mediate the effect of the rest of the culture factors on these outcome dimensions. Importantly, they are substantively determined by the culture factors, suggesting that the capability dynamizing dimensions are embedded in culture.

The primary contribution of this study is that besides accounting for how firm innovativeness can possibly explain the dynamism in dynamic capabilities, the results indicate a critical influence of culture in determining the potency of the dynamizing mechanisms. This has important implications for theory and practice.

Uses theory and empirical data to develop further the understanding of the strategic regeneration of manufacturing companies. Reviews literature relevant to the areas of management and manufacturing strategy and organisational learning, identifying the importance of taking “resource based” views of strategy as a point of departure for aiding understanding of the process of manufacturing regeneration. Argues that regeneration can be understood from a change management perspective as a redefinition of tacit and explicit organisational routines. Reports the further development of earlier work and uses one exemplar case to describe and help begin understanding the complex process of strategic regeneration using an ecological, perceptual/cognitive, and structural analytical framework. Finally, draws some tentative conclusions on the nature and process of strategic regeneration and regenerative strategy, and notes the value and potential of taking a perspective based on the notion of “organisational routines” in attempting to understand this complex phenomenon.

The purpose of this paper is to strengthen the theoretical understanding of the processes through which a new regulator seeks to gain legitimacy within an existing regulatory space. The authors do this by investigating the case of the Australian Charities and Not-for-profit Commission (ACNC).

Synthesising legitimacy theory with the concept of regulatory space, the authors analyse formal public discourse surrounding the establishment and operations of the ACNC.

Regulation is essentially a context-bound political process in which a new regulator needs to establish legitimacy to ensure its survival. It must convince its constituents that it has developed processes to operate effectively and professionally in addressing constituents’ needs, to bargain authoritatively with other regulators in establishing its operational boundaries, and to engage politically with government and constituents. Over a relatively short time, the ACNC built legitimacy, despite the political threats to its formal regulatory authority.

The conclusions are based on the analysis of one case. There is scope for further investigations of the processes by which new regulators establish their legitimacy in different contexts.

The potential for a political threat to the authority of a new regulator, and the difficulty of achieving regulatory reform, particularly in a federated system such as Australia, highlight the necessity for a new regulator to develop a compelling discourse of legitimacy.

The authors synthesise regulatory space and legitimacy perspectives, contributing to an understanding of the processes of regulation.

Drawing from literature on organizations that function efficiently and effectively while maintaining low levels of errors and occupational injuries and deaths, we argue that police departments can enhance their legitimacy by adopting the practices found in such organizations because doing so can reduce the frequency of unnecessary force against citizens and lower officer injury rates.

To support our argument, we review literatures on the causes and avoidance of errors in organizations, identify how well-run organizations in high-risk environments are able to operate safely, and describe how police departments can adopt similar practices as a mechanism to enhance officer safety and lower the rate at which officers use force against citizens.

By adopting the practices of successful organizations in other fields, police departments and their officers can promote and enhance their safety while simultaneously reducing their use of force against citizens. By doing so, police can raise the level of legitimacy they hold in the eyes of the American public, which has arguably decreased in the wake of recent events involving police gunfire.

Our ideas contribute to the policing literature by: (1) highlighting a preexisting body of literature and outlining its application to police organizations and (2) detailing how both the police and the public can benefit from improved police practices.

The purpose of this paper is to explore the role of middle managers in the corporate entrepreneurship process that drives new capability development. Middle managers are highlighted as key entrepreneurial agents because of their special position in an organization.

The paper draws on existing capability development and corporate entrepreneurship literature and develops a conceptual model and research propositions that are illustrated through three examples from a Chinese private firm.

This paper contends the dual role of middle managers, both as change implementers to follow pre-set rules of an existing corporate entrepreneurship system and as change initiators to bring new rules to improve the existing system.

The paper is conceptual in nature, advancing the understanding of middle managers’ role in corporate entrepreneurship. The paper provides directions for future empirical research.

The interactions between middle managers and other organizational agents are discussed in the propositions. This paper suggests the importance of empowering middle managers to facilitate changes in complex internal environments.

The paper provides a unique theoretical contribution by introducing the interface-based, multi-level conceptual model of corporate entrepreneurship toward new capability development.

This paper aims to investigate ways in which inertia obstructs the adoption of new management accounting rules. Drawing on the view of management accounting as organisational rules and routines, it aims to suggest various ways in which inertia can become more pronounced when new accounting rules challenge existing routines.

A longitudinal case study was conducted at one of the largest banks in The Netherlands. This bank introduced a program called “Results Oriented Management”, which produced various new management accounting rules.

The paper identifies various ways in which inertia manifested itself when new management accounting rules were introduced. Moreover, the paper shows that ambiguity and contradictions play an important role in the presence of inertia.

The identification of individual‐level habits and scripts is a difficult undertaking. Through a focus on the performative and ostensive aspects of routines, some of the processes of inertia and change on an individual level are identified. This is a relevant method for students of management accounting change.

Although it is well known that routines can produce inertia, the process by which this inertia is manifested and how this affects the adoption of new management accounting rules is still unclear. The paper aims to contribute to this understanding.

A new approach to programming and operating multi‐sensor systems in flexible assembly automation has been developed. The concepts and strategies are described together with its application to a depalletising task.

This paper aims to propose positive and negative firm competitiveness effects of knowledge acquisition of pertinent, irrelevant and erroneous knowledge based on its distinctiveness, the source of knowledge and the presence of firm complements.

Aspects of knowledge acquisition from the innovation, knowledge and routines literatures are integrated to create propositions showing the effects of knowledge acquisition on firm competitiveness. Examples from different eras of the automobile industry are used to illustrate the propositions and demonstrate the enduring nature of these issues.

Various combinations of firm complements and knowledge type and criticality can cause significant competitive effects, such as parity, relative harm and opportunity capture, that managers should be cognizant of when planning knowledge acquisition.

Knowledge researchers should use a more integrative, holistic approach concerning firm resources to their empirical studies. This better allows for the competitive effects of interactions between new and existing firm resources to be captured.

The propositions emphasize the importance of increased managerial attention and understanding of potential problems of new knowledge acquisition. Moreover, managers should pay particular attention to their firm’s existing complements when assessing knowledge acquisition benefits.

The positive value of firm knowledge receives substantially more research attention than the potential negative effects. This paper identifies the competitiveness effects of acquiring pertinent, irrelevant or erroneous knowledge. Increased attention on the interaction of new knowledge and complements illustrates the positive and negative effects on firms.