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Routine Dynamics in Action: Replication and Transformation最新文献

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Chapter 8 Learning a New Ecology of Space and Looking for New Routines: Experimenting Robotics in a Surgical Team 第八章学习新的空间生态和寻找新的常规:在外科团队中实验机器人
Pub Date : 2019-05-28 DOI: 10.1108/S0733-558X20190000061009
Lea Kiwan, N. 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 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.
面对变化的组织成员往往难以适应,并可能创造新的惯例。作者从减肥机器人手术的案例研究中获得了深刻的见解,说明了在引入新技术工件期间,新的空间生态如何改变常规的表面和表演方面。作者讨论了两种类型的空间:实验空间和反思空间。作者表明,通过情况汇报的反思空间使从业者能够讨论相互依存行动的新模式。实践者在实验表演中探索与新人工制品的表演斗争的不同方面,并试图整合新的行动,并描绘这种变化的边界。本研究的发现揭示了除了实验空间之外,反思空间在常规变化中的作用,并表明社会-物质组合可以为重塑常规创造机会。
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引用次数: 4
Chapter 4 Interdependence Within and Between Routines: A Performative Perspective 第四章套路内部和套路之间的相互依赖:一个表演的视角
Pub Date : 2019-05-28 DOI: 10.1108/s0733-558x20190000061005
Waldemar Kremser, B. Pentland, 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. 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.
在本章中,作者通过关注通常被视为理所当然的例程的一个方面来检查例程内部和之间的相互依赖:边界。从逻辑上讲,需要边界来个性化和分离正在关联或比较的实体。通过对跨大西洋航班上的客运服务的观察,作者证明了常规的界限是流动的和多重的。通过理解边界,作者能够更好地理解一个例程中操作之间和多个例程之间的相互依赖关系。作者讨论了理解边界如何补充现有的常规动力学理论观点。
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引用次数: 14
Chapter 5 The Dark Side of Routine Dynamics: Deceit and the Work of Romeo Pimps 第五章常规动力的阴暗面:欺骗和罗密欧皮条客的工作
Pub Date : 2019-05-28 DOI: 10.1108/s0733-558x20190000061006
J. Eberhard, Ann C. Frost, Claus Rerup
In this chapter, the authors examine the use of deceit to drive routine emergence. The authors do so by tracing the relationship among deceit, roles, and routine dynamics in the context of Romeo pimps and the women they lure into sex trafficking. Previous research has focused on routine participants openly negotiating their roles and expected interactions during the (re) creation of routines. In contrast, this study shows how Romeo pimps use deceit to control the co-constitution of roles and increasingly coercive actions of the “Romeo pimp routine” – a process of premeditated routine emergence designed to entrap the women. The authors contribute to the literature on routine dynamics by emphasizing the unexplored influence of deceit on the interplay between roles and routines. Bringing deception to center stage in routine dynamics highlights the importance of linking actors and actions to motivations that exist behind the veil of transparently observable behavior.
在本章中,作者研究了使用欺骗来驱动常规出现。作者通过追踪罗密欧皮条客和被他们诱骗进入性交易的女性之间的欺骗、角色和日常动态之间的关系来做到这一点。先前的研究集中在常规参与者在常规(重新)创建过程中公开协商他们的角色和预期的互动。相比之下,这项研究显示了罗密欧皮条客是如何利用欺骗来控制角色的共同构成和“罗密欧皮条客例行公事”中日益增强的强制性行为的——这是一个有预谋的例行公事出现的过程,旨在诱骗女性。作者通过强调欺骗对角色和惯例之间相互作用的未被探索的影响,为惯例动力学的文献做出了贡献。将欺骗置于常规动力学的中心舞台,突出了将行动者和行动与存在于透明可观察行为面纱背后的动机联系起来的重要性。
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引用次数: 5
Chapter 3 Copying Routines for New Venture Creation: How Replication Can Support Entrepreneurial Innovation 第3章:创业的复制程序:复制如何支持创业创新
Pub Date : 2019-05-28 DOI: 10.1108/S0733-558X20190000061004
Thomas Schmidt, Timo Braun, J. Sydow
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.
企业在创业过程中会出现组织惯例。通常情况下,它们会被创建组织的企业家留下印记,有时也会被复制,反映出个人和环境的特征。在特殊情况下,组织的设计是为了为新的企业复制常规。作者使用动态例程的视角研究了IT行业中的一个这样的案例,并关注于一个组织最初创建的例程如何在几个新的企业中复制。更详细地说,作者专注于常规复制如何反直觉地允许在新企业创建中进行创新。研究发现,常规复制对创业创新的支持主要表现在三个方面:(1)复制组织的加速常规减轻了复制组织创新常规的负担;(2)复制组织的加速模式减轻了新创企业创新模式的负担;(3)新创企业的加速模式减轻了新创企业创新模式的负担。作者通过将“解除负担”概念化为一种允许常规化和创新收益同时获得的机制,为关于复制困境的讨论做出了贡献。
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引用次数: 5
Chapter 9 Enacting Relational Expertise to Change Professional Routines in Technology-mediated Service Settings 第九章制定关系专业知识以改变技术中介服务环境中的专业惯例
Pub Date : 2019-05-28 DOI: 10.1108/S0733-558X20190000061010
Joanna Kho, A. P. Spee, N. Gillespie
This chapter advances understanding of how professional expertise is enacted and created to accomplish routines in the context of technology-mediated work. Information and communication technologies broaden the participation of professionals with various specialist skills and expertise to accomplish work together, which is particularly salient in health care. Broadening participation, however, creates jurisdictional conflict among professionals. Thus, a key challenge of interprofessional work is the need to mutually adapt established professional routines and overcome jurisdictional conflict to perform interdependent routine tasks. The authors examine how professionals adapt established routines by analyzing the new interactions and interdependent actions required to accomplish technology-mediated geriatric consultation routines. The findings of this study show that professionals create new patterns of actions that are shaped by relational forms of professional expertise, namely selective and blending expertise. The findings and theoretical insights contribute to the literature on routine dynamics by highlighting the importance of relational expertise, and showing how it can transform and destabilize otherwise established professional routines.
本章促进了对专业技能是如何制定和创造的理解,以便在技术介导的工作背景下完成日常工作。信息和通信技术扩大了具有各种专业技能和专门知识的专业人员的参与,共同完成工作,这在保健方面尤为突出。然而,扩大参与会在专业人士之间产生管辖权冲突。因此,跨专业工作的一个关键挑战是需要相互适应既定的专业惯例,克服管辖权冲突,以执行相互依存的日常任务。作者通过分析完成技术介导的老年咨询程序所需的新的相互作用和相互依赖的行动来检查专业人员如何适应既定的程序。本研究结果表明,专业人员创造了新的行为模式,这些模式是由专业知识的关系形式所塑造的,即选择性专业知识和混合专业知识。这些发现和理论见解通过强调关系专业知识的重要性,并展示它如何改变和破坏其他已建立的专业惯例,为常规动力学的文献做出了贡献。
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引用次数: 3
Chapter 2 Transferring Routines Across Multiple Boundaries: A Flexible Approach 第2章跨多个边界传递例程:一种灵活的方法
Pub Date : 2019-05-28 DOI: 10.1108/s0733-558x20190000061003
Siri Boe-Lillegraven
We currently know little about how transferring can be accomplished when source- and target environments only have little in common. This chapter utilizes the case of EuroCo and AsiaCo to account for how a transfer of interrelated routines across multiple boundaries unfolds. A pragmatic and flexible approach to transferring, where coordinating actors attended to replication and adaptation as means rather than ends, is illuminated. Notably, coordinators split their work into smaller chunks by focusing on artifacts, people, and actions. As pressures to progress the transfer increased, they conceived of new ideas for performances and put the ideas to use along three trajectories focused on embedding, embodying, and enacting routines. Eventually, they blended performances from each trajectory back together into a new overarching notion of what was to be transferred. In elaborating on and discussing these findings, the chapter contributes to literature on routine transfer. Boundary conditions and avenues for future research are discussed.
当源环境和目标环境几乎没有共同点时,我们目前对如何完成传输知之甚少。本章利用欧洲公司和亚洲公司的案例来说明如何跨多个边界展开相互关联的例程转移。阐明了一种务实和灵活的转让方法,其中协调行动者将复制和适应作为手段而不是目的。值得注意的是,协调者通过关注工件、人员和操作,将他们的工作分成更小的块。随着转移的压力增加,他们构思了表演的新想法,并将这些想法沿着三条轨迹运用,重点是嵌入、体现和制定常规。最终,他们将每条轨迹上的表演融合在一起,形成了一个新的总体概念,即要转移的内容。在详细阐述和讨论这些发现时,本章对常规转移的文献做出了贡献。讨论了边界条件和今后的研究方向。
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引用次数: 8
Chapter 1 Remounting a Ballet in a Different Context: A Complementary Understanding of Routines Transfer Theories 第1章:在不同情境下重新上演芭蕾:对舞蹈动作迁移理论的补充理解
Pub Date : 2019-05-28 DOI: 10.1108/S0733-558X20190000061002
Charlotte Blanche, P. Cohendet
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.
重新编排节目的首要任务是严格尊重编舞家的初衷。当复制者和模仿者团队遇到新地点及其特征的后果时,作者将研究他们如何面对复制困境,协调自己,并利用创新来实现复制。
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引用次数: 5
Chapter 6 Making New Strategic Moves Possible: How Executive Management Enacts Strategizing Routines to Strengthen Entrepreneurial Agility 第六章使新的战略行动成为可能:执行管理层如何制定战略惯例以加强创业敏捷性
Pub Date : 2019-05-28 DOI: 10.1108/S0733-558X20190000061007
Simon Grand, Daniel Bartl
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.
在本章中,作者描述并解释了高管如何制定战略惯例来加强他们的创业敏捷性,这是使新的战略举措成为可能的先决条件。作者通过展示常规动态在战略背景下如何塑造战略结果,为常规动力学研究项目做出了贡献:作者描述了四种战略常规——距离、评估、实验和重组——作为常规和战略研究的一个特别有前途的焦点。作者讨论了执行管理层制定这些惯例作为其战略工作的一部分。作者展示了常规的制定如何使企业家的敏捷性和新的战略行动成为可能。通过探索战略惯例的动态及其对战略结果的影响,作者同时受益于战略作为实践的研究项目。实证研究了赫斯特公司高层管理人员如何在1994年至1996年公司战略转型的背景下,成功地使不可想象的新战略举措成为可能、可讨论和可实现的。
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引用次数: 6
Index 指数
Pub Date : 2019-05-15 DOI: 10.1108/s0733-558x20190000061011
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引用次数: 0
Chapter 7 The Role of Multiple Points of View in Non-envisioned Routine Creation: Taking Initiative, Creating Connections, and Coping with Misalignments 第七章多角度在非设想常规创造中的作用:采取主动、建立联系和应对错位
Pub Date : 2019-05-15 DOI: 10.1108/S0733-558X20190000061008
J. V. Mierlo, Raymond Loohuis, T. 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 study of a bottom-up approach in which key members of a service company created a new hiring routine that supported a companywide 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.
大型公司政策变更通常采用基于清晰设想的例行程序和实施计划的自上而下方法的形式。然而,作者报告了一项自下而上方法的研究,其中一家服务公司的关键成员在没有任何预先设想的计划的情况下创建了一个新的招聘程序,以支持全公司新的人力资源管理(HRM)招聘政策。我们特别关注这家公司人力资源管理专业人员、直线经理和中层经理的观点。作者使用常规动力学的文献来详细检查该组织的关键成员采取了哪些行动来创建新的招聘常规。通过深入访谈,作者发现直线经理、人力资源管理专业人员和中层管理人员对自己在新招聘流程中的角色以及如何最好地发挥作用的看法存在显著差异。由于这些不同的观点,参与者采取了不同的行动,尽管如此,这些行动有助于建立新的常规,包括建立新的内部和外部联系,提供专业知识,并确保对新招聘方式的监督。作者还注意到,这个新程序的创建也意味着由于不同的观点和行动而产生的冲突。尽管如此,最终的结果是建立了一个新的全公司公认的招聘程序,甚至超出了最高管理层的预期。在这项研究中,作者通过展示在创建涉及大型公司政策变化的新惯例时,多个观点和冲突的生成潜力,展示了参与者观点之间的不一致如何不需要阻碍新行动模式的创建,而是支持它,从而为常规动力学的文献做出了贡献。
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引用次数: 2
期刊
Routine Dynamics in Action: Replication and Transformation
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