Advanced Search
MyIDEAS: Login to save this article or follow this journal

A performative perspective on stability and change in organizational routines

Contents:

Author Info

  • Martha S. Feldman
Registered author(s):

    Abstract

    This paper is about stability in organizational routines. It proposes a new explanation of stability, based on mindfulness rather than mindlessness. Traditional explanations of stability (or lack of change) in organizational routines suggest that organizational participants are not thinking about what they are doing, but repeating actions that they have taken in the past. In this paper I suggest that stability can also occur because organizational participants are making conscious efforts to understand what actions make sense in the context in which the work is being performed. The argument is that organizational participants use what they understand about how the organization operates to guide their performances within the routine. Relevant performances, such as the performances of supervisors, are integral to what people understand about how the organization operates. Organizational members use these understandings in choosing whether to enact the requested change. In so doing, they create and recreate the understandings about how the organization operates. This explanation is similar to performative explanations of change in organizational routines, though these explanations have focused on the effect of doing the routine on the production and reproduction of the routine rather than the production and reproduction of understandings about how the organization operates. Copyright 2003, Oxford University Press.

    Download Info

    To our knowledge, this item is not available for download. To find whether it is available, there are three options:
    1. Check below under "Related research" whether another version of this item is available online.
    2. Check on the provider's web page whether it is in fact available.
    3. Perform a search for a similarly titled item that would be available.

    Bibliographic Info

    Article provided by Oxford University Press in its journal Industrial and Corporate Change.

    Volume (Year): 12 (2003)
    Issue (Month): 4 (August)
    Pages: 727-752

    as in new window
    Handle: RePEc:oup:indcch:v:12:y:2003:i:4:p:727-752

    Contact details of provider:
    Postal: Oxford University Press, Great Clarendon Street, Oxford OX2 6DP, UK
    Fax: 01865 267 985
    Email:
    Web page: http://icc.oupjournals.org/

    Order Information:
    Web: http://www.oup.co.uk/journals

    Related research

    Keywords:

    References

    No references listed on IDEAS
    You can help add them by filling out this form.

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as in new window

    Cited by:
    1. D'Adderio, Luciana, 2008. "The performativity of routines: Theorising the influence of artefacts and distributed agencies on routines dynamics," Research Policy, Elsevier, vol. 37(5), pages 769-789, June.
    2. Lounsbury, Michael, 2008. "Institutional rationality and practice variation: New directions in the institutional analysis of practice," Accounting, Organizations and Society, Elsevier, vol. 33(4-5), pages 349-361.
    3. Becker, Markus C. & Zirpoli, Francesco, 2008. "Applying organizational routines in analyzing the behavior of organizations," Journal of Economic Behavior & Organization, Elsevier, vol. 66(1), pages 128-148, April.
    4. Cindy Zawadzki, 2011. "L'évolution du fonctionnement de la PME lors de l'introduction du contrôle de gestion : leçons d'un échec," Post-Print hal-00650594, HAL.
    5. Franck Aggeri & Julie Labatut, 2010. "La gestion au prisme de ses instruments. Une analyse généalogique des approches théoriques fondées sur les instruments de gestion," Revue Finance Contrôle Stratégie, revues.org, vol. 13(3), pages 5-37., September.
    6. Batista, Maria da Graca & Cunha, Miguel Pina e, 2008. "Improvisation In Tightly Controlled Work Environments: The Case Of Medical Practice," FEUNL Working Paper Series wp537, Universidade Nova de Lisboa, Faculdade de Economia.
    7. Rémi Jardat, 2008. "How Democratic Internal Law Leads To Low Cost Efficient Processes : Practices As A Medium Of Interaction Between Institution And Organization," Post-Print hal-00485773, HAL.
    8. Guido Cozzi & Paolo Giordani, 2011. "Ambiguity attitude, R&D investments and economic growth," Journal of Evolutionary Economics, Springer, vol. 21(2), pages 303-319, May.
    9. Martijn van der Steen, 2011. "The emergence and change of management accounting routines," Accounting, Auditing & Accountability Journal, Emerald Group Publishing, vol. 24(4), pages 502-547, May.
    10. repec:hal:wpaper:halshs-00590855 is not listed on IDEAS
    11. Martijn van der Steen, 2009. "Inertia and management accounting change: The role of ambiguity and contradiction between formal rules and routines," Accounting, Auditing & Accountability Journal, Emerald Group Publishing, vol. 22(5), pages 736-761, July.
    12. Markus C. Becker & Nathalie Lazaric & Richard R. Nelson & Sidney G. Winter, 2005. "Applying organizational routines in understanding organizational change," Industrial and Corporate Change, Oxford University Press, vol. 14(5), pages 775-791, October.
    13. Kaplan, Sarah & Tripsas, Mary, 2008. "Thinking about technology: Applying a cognitive lens to technical change," Research Policy, Elsevier, vol. 37(5), pages 790-805, June.
    14. Lai, Jung-Ho & Chang, Shao-Chi & Chen, Sheng-Syan, 2010. "Is experience valuable in international strategic alliances?," Journal of International Management, Elsevier, vol. 16(3), pages 247-261, September.

    Lists

    This item is not listed on Wikipedia, on a reading list or among the top items on IDEAS.

    Statistics

    Access and download statistics

    Corrections

    When requesting a correction, please mention this item's handle: RePEc:oup:indcch:v:12:y:2003:i:4:p:727-752. See general information about how to correct material in RePEc.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Oxford University Press) or (Christopher F. Baum).

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    If references are entirely missing, you can add them using this form.

    If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.