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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.

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.

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.

It has long been recognized that overwhelmed employees of bureaucratic organizations use a variety of strategies to cope with demand for their services, often at the expense of their clients. One such strategy involves discouraging clients from taking action by making references to complex bureaucratic procedures and routines. While the public management literature has a well-developed research program focusing on the mobilization of such administrative burdens, organization theory seems to be lagging behind in the analysis of that type of misconduct. In this chapter, we explain how references to the representational dimension of routines can be used to discourage clients from taking action, what are the boundary conditions of such a strategy, and its possible consequences for clients.

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.

In this chapter, the authors describe and explain how executive management enacts strategizing routines to strengthen their entrepreneurial agility, as a precondition to make new strategic moves possible. The authors contribute to the routine dynamics research program, by showing how the dynamics of routines, in a strategy context, shape strategic outcomes: the authors describe four strategizing routines – distancing, evaluating, experimenting, and re-assembling – as a particular promising focus for routine and strategy research. The authors discuss executive management’s enactment of such routines as part of their strategy work. The authors show how routine enactment makes entrepreneurial agility and new strategic moves possible. By exploring the dynamics of strategizing routines and their impact on strategic outcomes, the authors at the same time benefit from and contribute to the strategy-as-practice research program. Empirically, the authors study how the executive management of Hoechst AG successfully made unthinkable new strategic moves possible, discussable, and realizable in the context of the corporation’s strategic transformation between 1994 and 1996.

Corporate venturing initiatives, which exemplify corporate entrepreneurial behavior, follow an evolutionary path of variation, selection, and retention. While their external selection is a consequence of their performance, their internal selection is subject to forces of complementarity and legitimacy, and how well competition from other initiatives is overcome. This chapter aims to unfold the dynamics of the internal selection process of initiatives, focusing on its emotional dimensions. Assuming that organizational agents have a deliberate role in guiding the internal selection process of initiatives, the chapter examines how organizational agents' emotional dynamics influence this process. The chapter draws its theoretical basis from the intraorganizational evolutionary perspective and the literature on emotions in organizations. The case of a corporate venturing initiative and the narratives of four managers involved directly and indirectly in the initiative are used to illustrate how the emotional dynamics of organizational members evoked envy toward a venturing initiative and directly impacted its degree of competition and complementarity with other interacting initiatives, ultimately hampering its selection.

In this chapter, we report findings from a three-year, survey- and interview-based study involving 538 families bringing up children with disabilities in Alberta, Canada. The focus of the study was on the everyday challenge and accomplishment of sustaining a routine of daily life. The families who participated in this study were diverse, yet they struggled with many of the same questions and challenges. Four over-arching and inter-related challenges emerged from our analysis of the interview data. These are difficulty balancing the competing needs and wants of their children; tension between wanting to protect and wanting to integrate their child and family into the community; conflict between earning and care giving activities; and, trouble accessing and navigating supports and services. This chapter includes a small sample of illustrative family stories. The study findings suggest that parents are striving but struggle to meet normative expectations, that is, to simultaneously do all they can to help their disabled child and create a routine that balances the needs and interests of all their children. One conclusion is that service systems and professionals can help and or hinder families as they strive to create and maintain a daily routine that is fitted to the local ecology and family resource-base, and congruent with their values and goals, and with the needs, interests, and competencies of family members.