Organizational Routines as a Source of Continuous Change

By Maryann P. Feldman. 2000

1,925 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/481d5ffb4cfa89c132d22a792825a9d45a865c90

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Role of Organizational Learning in the Opportunity–Recognition Process (2005, background): “Yet as Feldman (2000) shows, routines may be more mutable than previously thought.”
When values backfire: Leadership, attribution, and disenchantment in a values-driven organization (2006, methodology): “Development of constructs and categories Similar to other case study research aimed at developing theory (Elsbach & Sutton, 1992; Feldman, 2000; Hargadon & Sutton, 1997), we combed through interview notes and tapes to identify recurring themes in both the CEO’s and employees’ understanding of the co”
A Temporal Perspective on Organizational Identity (2013, background): “This perspective parallels the notion of organizing as an ongoing accomplishment (Feldman 2000, Weick 1995) emerging from efforts to create order and make retrospective sense of what occurs (Weick 1995).”
Routines Revisited: Exploring the Capabilities and Practice Perspectives (2011, background): “Major theoretical developments, such as the importance of interfirm routines (Zollo, Reuer, & Singh, 2002 ) and the distinction between ostensive and performative aspects of routines (Feldman, 2000 ), have actually emerged from empirical studies.”
Knowledge management and innovation strategy: The challenge for latecomers in emerging economies (2008, background): “Firms that are better in renewing resources develop flexible routines (Feldman, 2000).”
Narrative Networks: Patterns of Technology and Organization (2007, background): “The ostensive is a generative resource—participants draw on their understandings of a routine to reproduce it, to plan, guide, and account for their actions with respect to the routine (Feldman and Pentland 2003). Like Geertz’s (1973) concept of “models of” and “models for,” the ostensive provides a”
Designing routines: On the folly of designing artifacts, while hoping for patterns of action (2008, background): “Yet recent research shows a great deal of ﬂexibility, adaptability and change (Adler, Goldoftas, & Levine, 1999; Feldman, 2000; Howard-Grenville, 2005).”
IT Capabilities, Process-Oriented Dynamic Capabilities, and Firm Financial Performance (2011, background): “IT personnel play a role in cultivating such IT management capabilities (Feldman & Pentland, 2003; Feldman, 2000).”
Intellectual Capital Architectures and Ambidextrous Learning: A Framework for Human Resource Management (2009, background): “, mechanistic organizational capital) (Pentland & Reuter, 1994; Feldman, 2000; Feldman & Pentland, 2003; Pentland, 2003).”
Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective (2018, methodology): “…and Performance in MNEs 32 These perspectives recognise that organisational routines are both effortful and emergent and that individuals engaged in routines adapt their actions as their understandings of what they can do and the consequences of their actions manifest (Feldman, 2000: 613).”
Does familiarity foster innovation? The impact of alliance partner repeatedness on breakthrough innovations (2015, neutral): “Routines are also a source of organizational learning in themselves (Feldman, 2000; Levitt and March, 1988).”
Sensemaking in Organizations: Taking Stock and Moving Forward (2014, background): “There is also strangely little work that links sensemaking and routines, notwithstanding research showing routines to be a significant source of change in organizations (Feldman, 2000; Feldman & Pentland, 2003; Rerup & Feldman, 2011).”
Beyond Adoption: A New Framework for Theorizing and Evaluating Nonadoption, Abandonment, and Challenges to the Scale-Up, Spread, and Sustainability of Health and Care Technologies (2017, background): “Technologies create opportunities for developing new routines and care pathways, but they also disrupt existing patterns of team interaction in ways that can prove more complex than initially anticipated [98].”