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Routinization and memorization of tasks in a workshop: the case of the introduction of ISO norms


  • Nathalie Lazaric
  • Blandine Denis


Changing routines and creating new routinization processes are difficult tasks involving both cognitive and political mechanisms. In this paper we use Defial--a French meat-processing firm--in order to illustrate some of the problems involved in creating a new procedural memory in a workshop and in applying the concept of a 'routine'. We discuss some methodological implications resulting from our various observations and the choices we made. In our case study, the complexity arose partly from the many different factors that affect the production process, such as stress and the overload syndrome. We show that time and hierarchical pressures cannot alone ensure the success of the memorization of a task. The routinization process is only truly successful when a new state of confidence towards management has been established, a confidence that helps overcome the socio-emotional issues arising from the changes that are taking place and that paves the way for the acceptance of change in both declarative and procedural memory. Copyright 2005, Oxford University Press.

Suggested Citation

  • Nathalie Lazaric & Blandine Denis, 2005. "Routinization and memorization of tasks in a workshop: the case of the introduction of ISO norms," Industrial and Corporate Change, Oxford University Press, vol. 14(5), pages 873-896, October.
  • Handle: RePEc:oup:indcch:v:14:y:2005:i:5:p:873-896

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    Cited by:

    1. Danielle Galliano & Luis Orozco, 2013. "New Technologies and Firm Organization: The Case of Electronic Traceability Systems in French Agribusiness," Industry and Innovation, Taylor & Francis Journals, vol. 20(1), pages 22-47, January.
    2. Martin Woerter, 2009. "Technology diversification, product innovations, and technology transfer," KOF Working papers 09-221, KOF Swiss Economic Institute, ETH Zurich.
    3. Mike Hales & Joe Tidd, 2007. "Routines and representations at work - observing the architecture of conceptual design," SPRU Working Paper Series 157, SPRU - Science and Technology Policy Research, University of Sussex.
    4. Paul Peigné, 2013. "Routines during an organizational change: a study on dynamics and its effects," Post-Print hal-00876163, HAL.
    5. Philip Stiles & Jonathan Trevor & Elaine Farndale & Shad S. Morris & Jaap Paauwe & Guenter Stahl & Patrick Wright, 2015. "Changing Routine: Reframing Performance Management within a Multinational," Journal of Management Studies, Wiley Blackwell, vol. 52(1), pages 63-88, January.

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