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Routine Dynamics in Action: Replication and Transformation
Type: Book
ISBN: 978-1-78756-585-2

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Article
Publication date: 11 January 2019

Dicle Kortantamer

The purpose of this paper is to examine major transformation portfolio governing practices. Previous research focuses on the structure of project portfolio governance and…

Abstract

Purpose

The purpose of this paper is to examine major transformation portfolio governing practices. Previous research focuses on the structure of project portfolio governance and is relatively silent on micro-practices of governing. This paper intends to respond to this gap.

Design/methodology/approach

This qualitative case study draws upon practice approaches and the theoretical lens of organisational routines. The empirical inquiry is conducted across six major transformation portfolios in two UK central government departments. The data are collected through conducting semi-structured interviews and gathering documentary reports and analysed by adopting an abductive approach.

Findings

The findings highlight that two governing practices that have not been previously discussed in the literature: structuring the policy relationship and structuring the business relationship. These practices can be associated with the complex ownership system of the UK central government. The findings also show that in complex ownership systems owners may have different governing and supporting orientations. The micro-dynamics of these governing practices illustrate that the ecology of governing practices is complex, both in terms of the co-existence of complementary and competitive relationships between practices, and in terms of bundles of practices enacting different control regimes.

Research limitations/implications

This qualitative case study supports further inquiry into major transformation portfolio governing and complex ownership systems.

Originality/value

The paper adopts a governance-as-practice approach and examines governing major transformation portfolios.

Details

International Journal of Managing Projects in Business, vol. 12 no. 3
Type: Research Article
ISSN: 1753-8378

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Book part
Publication date: 28 May 2019

Léa Kiwan and Nathalie Lazaric

Members of an organization facing change often struggle to adapt and may create new routines. Drawing on insights from a case study of bariatric robotic surgery, the…

Abstract

Members of an organization facing change often struggle to adapt and may create new routines. Drawing on insights from a case study of bariatric robotic surgery, the authors illustrate how a new ecology of space transforms the ostensive and performative aspect of a routine during the introduction of a new technological artifact. The authors discuss two types of space: experimental and reflective. The authors show that the reflective space through debriefings enables practitioners to discuss the new patterns of interdependent actions. Practitioners explore the different aspects of the performative struggle with new artifacts and try to integrate new actions and delineate the boundaries of this change during experimental performances. The findings of this study throw light on the role of the reflective space in addition to the experimental space in routine change, and suggest that socio-material ensembles can produce opportunities for reshaping routines.

Details

Routine Dynamics in Action: Replication and Transformation
Type: Book
ISBN: 978-1-78756-585-2

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Article
Publication date: 3 January 2022

Xu Han

This study aims to examine how evolutionary and ecological forces shape the market strategy and performance of firms after their organizational form was changed by exogenous shock.

Abstract

Purpose

This study aims to examine how evolutionary and ecological forces shape the market strategy and performance of firms after their organizational form was changed by exogenous shock.

Design/methodology/approach

Hypotheses are developed based on both evolutionary and ecological perspectives and tested using fixed effect logistics models and a sample of 3,110 firms that were privatized during 1998–2007.

Findings

I find that once the organizational form of firms is changed, the market strategy of organizations is shaped by the population density of their old and new organizational forms in their existing market. Moreover, such a market strategy enhances the survival chance of firms.

Originality/value

This study contributes to organizational evolution literature by unpacking the evolution process when exogeneous shock to organizational form takes place. It advances both evolutionary economics and organization ecology theory through integrating them to understand the evolution process of organizations. This study also contributes to the privatization literature through examining the ecological forces that shape the restructuring strategy of firms after privatization and the performance implications of such restructuring.

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Journal of Asia Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1558-7894

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Article
Publication date: 15 October 2008

Holger Patzelt and David B. Audretsch

The purpose of this paper is to study the development of the biotechnology industry at the industry and firm level when the financing environment becomes hostile and…

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Abstract

Purpose

The purpose of this paper is to study the development of the biotechnology industry at the industry and firm level when the financing environment becomes hostile and assess the reasons for this development.

Design/methodology/approach

An organizational evolution perspective to analyze the case of the German biotech sector was applied and its response to the hostile financing environment in the years 2002‐2004, which followed the burst of the high‐tech bubble at the stock markets. Population ecology and data from biotech reports to investigate the pattern of external adaptation processes at the industry level were used. The evolutionary economics perspective, multiple case studies of bioventures, and biotech reports to study internal adaptation processes at the firm level was employed.

Findings

The assumption of both external and internal adaptation processes was found in parallel is necessary to explain the evolution of the biotech industry in a hostile financing environment. Although external adaptation takes place to some extent through insolvencies and a reduced rate of new firm foundations, many bioventures adapt internally by downsizing, changing their business models, and entering into strategic alliances and M&As. This results in surprisingly weak consolidation at the industry level.

Originality/value

This paper provides an explanation why the consolidation of the German biotech industry in 2002‐2004 was much weaker than expected by experts. Moreover, the paper shows that application of population ecology and evolutionary economics in parallel well describes industry evolution and organizational change. Finally, the paper demonstrates how bioventures can adapt their financing strategies to hostile environments.

Details

Journal of Organizational Change Management, vol. 21 no. 6
Type: Research Article
ISSN: 0953-4814

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Book part
Publication date: 28 May 2019

Abstract

Details

Routine Dynamics in Action: Replication and Transformation
Type: Book
ISBN: 978-1-78756-585-2

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Article
Publication date: 5 November 2018

Roberto Grandinetti

Recently, some biologists have argued that the time has come to replace separation between Lamarckism and Darwinism with their connection. The aim of this paper is to…

Abstract

Purpose

Recently, some biologists have argued that the time has come to replace separation between Lamarckism and Darwinism with their connection. The aim of this paper is to understand whether this paradigm shift in the interpretation of biological evolution offers useful insights for dealing with the unresolved issue of how industries and their organizational populations evolve.

Design/methodology/approach

Lamarckism and Darwinism are two approaches that have contrasted or interwoven with each other in the study of biological evolution, just as they have in the study of organizational evolution. This paper provides a critical analysis of the long history of the debate through to the recent, revolutionary discoveries in evolutionary microbiology obtained in the wake of the genomic revolution.

Findings

From this new research frontier emerge three important findings: adaptive variations are no longer an anomaly that is peculiar to human organizations, but rather correspond to a widely observed phenomenon in the biological world; the same can be said for the process of horizontal replication; Lamarckism and Darwinism are not two mutually exclusive interpretations of evolution but two dimensions of evolution that coexist in various ways. Lamarckian dimension of evolution and the Darwinian one, handled in the light of these results, may help to understand the evolutionary logic that underpins specific stages of the history of industries.

Originality/value

The paper presents a new way of looking at industries and their firms from an evolutionary perspective.

Details

International Journal of Organizational Analysis, vol. 26 no. 5
Type: Research Article
ISSN: 1934-8835

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Book part
Publication date: 28 May 2019

Waldemar Kremser, Brian T. Pentland and Sabine Brunswicker

In this chapter, the authors examine interdependence within and between routines by focusing on an aspect of routines that has often been taken for granted: boundaries…

Abstract

In this chapter, the authors examine interdependence within and between routines by focusing on an aspect of routines that has often been taken for granted: boundaries. Logically, boundaries are needed to individuate and separate the entities that are being related or compared. Using observations of passenger service on a trans-Atlantic flight, the authors demonstrate that boundaries of routines are fluid and multiple. By understanding boundaries, the authors are able to better understand interdependence between actions within one routine and between multiple routines. The authors discuss how understanding boundaries complements existing theoretical perspectives on routine dynamics.

Details

Routine Dynamics in Action: Replication and Transformation
Type: Book
ISBN: 978-1-78756-585-2

Keywords

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Book part
Publication date: 28 May 2019

Thomas Schmidt, Timo Braun and Jörg Sydow

Organizational routines emerge in firms during the process of new venture creation. Typically, they are imprinted and sometimes replicated by the entrepreneurs creating…

Abstract

Organizational routines emerge in firms during the process of new venture creation. Typically, they are imprinted and sometimes replicated by the entrepreneurs creating the organization, reflecting individual and contextual characteristics. In particular cases, organizations are designed for replicating routines for new ventures. The authors investigate one such case from the IT industry using a dynamic routine perspective and focus on how routines originally created by an organization are replicated in several new ventures. In more detail, the authors focus on how routine replication counter-intuitively allows for innovating in new venture creation. The authors find that routine replication supports entrepreneurial innovation in three ways: (1) the replicator organization’s accelerating routines unburden the replicator organization’s innovating routines; (2) the replicator organization’s accelerating routines unburden the new venture’s innovating routines; and (3) the new venture’s accelerating routines unburden the new venture’s innovating routines. The authors contribute to the discussion about the replication dilemma by conceptualizing “unburdening” as a mechanism that allows both routinization and innovation benefits to be reaped.

Details

Routine Dynamics in Action: Replication and Transformation
Type: Book
ISBN: 978-1-78756-585-2

Keywords

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Book part
Publication date: 28 May 2019

Jorrit van Mierlo, Raymond Loohuis and Tanya Bondarouk

Large corporate policy changes usually take the form of a top-down approach based on a clearly envisioned routine and an implementation plan. Yet, the authors report on a…

Abstract

Large corporate policy changes usually take the form of a top-down approach based on a clearly envisioned routine and an implementation plan. Yet, the authors report on a study of a bottom-up approach in which key members of a service company created a new hiring routine that supported a company-wide new human resource management (HRM) hiring policy without any prior envisioned plan. We pay particularly close attention to the perspectives of this company’s HRM professionals, line managers, and middle-level managers. The authors used the literature on routine dynamics to examine in detail which actions were taken by key members in this organization to create the new hiring routine. Through in-depth interviews, the authors found that line managers, HRM professionals, and middle-level managers significantly differed in their points of view regarding their role in the new hiring routine, and how it should work best. As a result of these different points of view, the actors took different actions that nonetheless contributed to building the new routine including creating new internal and external connections, supplying expertise, and ensuring oversight of the new way of hiring. The authors also observed that the creation of this new routine also implied conflicts as a result of different points of view and actions. Nonetheless, the end result was the establishment of a new company-wide accepted hiring routine that even surpassed the expectations of top management. With this study, the authors contribute to the literature on routine dynamics by demonstrating the generative potential of multiple points of view and conflicts in creating new routines involved in large corporate policy change by showing how misalignments between the actors’ perspectives do not need to hamper the creation of new action patterns but rather support it.

Details

Routine Dynamics in Action: Replication and Transformation
Type: Book
ISBN: 978-1-78756-585-2

Keywords

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