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Regelbrüche in Organisationen

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  • Burr, Wolfgang
  • Frohwein, Torsten
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    Abstract

    Regelabweichungen sind das Ergebnis von Erwartungen über Mängel in bestimmten Regel-funktionen, die sich auf der Ebene des Regeldesigns, der Ebene organisationaler Routinen sowie im Zusammenhang mit Innovationen finden lassen. Die unternehmerischen Innovati-onsstrategien des Compliance oder Escape sind die Antworten auf die durch Regeln und Rou-tinen gesetzten innovationsbeeinflussenden Parameter. -- Rule deviation is the result of expecting significant shortcomings in particular rule functions. These deficits can typically be found on the level of the rule design, on the level of organisa-tional routines, and on the level of innovative activities. Compliance and escape as distinct innovation strategies are the answers of rule-based alteration of parameters, relevant in the firm's decision making process.

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    Bibliographic Info

    Paper provided by University of Stuttgart, Institute of Business Administration, Department I - Institute of Research & Development and Innovation Management in its series Research Papers on Innovation, Services and Technology with number 1/2012.

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    Date of creation: 2012
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    Handle: RePEc:zbw:stuist:12012

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    Keywords: Regeln; Regelbruch; Routinen; Innovation;

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    1. Reynaud, Benedicte, 1996. "Types of Rules, Interpretation and Collective Dynamics: Reflections on the Introduction of a Salary Rule in a Maintenance Workshop," Industrial and Corporate Change, Oxford University Press, vol. 5(3), pages 699-721.
    2. Markus C. Becker, 2005. "The concept of routines: some clarifications," Cambridge Journal of Economics, Oxford University Press, vol. 29(2), pages 249-262, March.
    3. Brian T. Pentland & Martha S. Feldman, 2005. "Organizational routines as a unit of analysis," Industrial and Corporate Change, Oxford University Press, vol. 14(5), pages 793-815, October.
    4. S�ren C. Winter & Peter J. May, 2001. "Motivation for Compliance with Environmental Regulations," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 20(4), pages 675-698.
    5. Markus C. Becker, 2004. "Organizational routines: a review of the literature," Industrial and Corporate Change, Oxford University Press, vol. 13(4), pages 643-678, August.
    6. Felin, Teppo & Foss, Nicolai J., 2009. "Organizational routines and capabilities: Historical drift and a course-correction toward microfoundations," Scandinavian Journal of Management, Elsevier, vol. 25(2), pages 157-167, June.
    7. Ortmann, Günther, 2010. "On drifting rules and standards," Scandinavian Journal of Management, Elsevier, vol. 26(2), pages 204-214, June.
    8. Cohen, Michael D, et al, 1996. "Routines and Other Recurring Action Patterns of Organizations: Contemporary Research Issues," Industrial and Corporate Change, Oxford University Press, vol. 5(3), pages 653-98.
    9. Nelson, Richard R & Winter, Sidney G, 1974. "Neoclassical vs. Evolutionary Theories of Economic Growth: Critique and Prospectus," Economic Journal, Royal Economic Society, vol. 84(336), pages 886-905, December.
    10. Valery S. Katkalo & Christos N. Pitelis & David J. Teece, 2010. "Introduction: On the nature and scope of dynamic capabilities," Industrial and Corporate Change, Oxford University Press, vol. 19(4), pages 1175-1186, August.
    11. Bénédicte Reynaud, 2005. "The void at the heart of rules: routines in the context of rule-following. The case of the Paris Metro Workshop," Industrial and Corporate Change, Oxford University Press, vol. 14(5), pages 847-871, October.
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