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Evolving routines and strategic change. Learning in practice through knowledge and knowing in evolving routines

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  • Régine Teulier

    (CRG - Centre de Recherche en Gestion - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - CNRS - Centre National de la Recherche Scientifique)

Abstract

Change is « the normal condition of organizational life », and routines and micro-practices are a source of continuous change. Routines can be analysed as an emergent source of change, but they also can be seen as constraint and emergent at the same time. The continuous evolution of routines and the continuous organizational by the evolving routines can be seen as a double process, change by constraint driving (for example strategy driving) or emergent that is to say day-to-day driving. In both cases, the new routines are obtained very often from the old ones. And very often, the two processes occur simultaneously. Thus, routines evolve through a double process, one of events solicitation, prescribed incitation to change or incitation perceived by the actors. We suggest taking as a metaphor the adaptation process of Piaget, composed of assimilation and accommodation to illustrate this double process. In that routines evolution, the interconnected evolution of knowledge and knowing is a key factor; we propose to use knowledge engineering methods to describe it.

Suggested Citation

  • Régine Teulier, 2006. "Evolving routines and strategic change. Learning in practice through knowledge and knowing in evolving routines," Post-Print hal-00263134, HAL.
    • Handle: RePEc:hal:journl:hal-00263134
    Note: View the original document on HAL open archive server: https://hal.science/hal-00263134v1
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    References listed on IDEAS

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    1. Martha S. Feldman, 2004. "Resources in Emerging Structures and Processes of Change," Organization Science, INFORMS, vol. 15(3), pages 295-309, June.
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