A performative perspective on stability and change in organizational routines

By Maryann P. Feldman. 2003

444 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/56a7f217280363744a21530c7b65409baddc1345

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Technological Embeddedness and Organizational Change (2007, background): “While much of this work has focused on the stability and even inertia of routines, Feldman and Pentland examined the changeability of routines and the endogenous processes that are responsible (Feldman 2000, 2003; Feldman and Pentland 2003; Pentland and Feldman 2005).”
COERCED PRACTICE IMPLEMENTATION IN CASES OF LOW CULTURAL FIT: CULTURAL CHANGE AND PRACTICE ADAPTATION DURING THE IMPLEMENTATION OF SIX SIGMA AT 3M (2013, background): “It also alerts us to the fact that when new practices—such as the set of policies and procedures that Six Sigma rests upon—are adopted in a new organizational context, the outcome may be only partly predictable, as people will strive to change practices that seem to fall short of ideals (Feldman, 20”
Regime destabilisation as the flipside of energy transitions: Lessons from the history of the British coal industry (1913–1997) (2012, background): “…which derives from the fit between the industry regime and wider societal institutions (Oliver, 1992); (c) performative approaches in management (Feldman, 2003) and sociology (Giddens, 1984) argue that reproduction entails endogenous enactment, commitment, and confidence in the regime’s…”
Designing routines: On the folly of designing artifacts, while hoping for patterns of action (2008, background): “In the budgeting routine Feldman (2003) examined, for instance, new actions were taken (forms were ﬁlled out) but the collaborative decisions that they were supposed to encourage (the new pattern) did not emerge.”
Applying Organizational Routines in understanding organizational change (2005, background): “Key to recognizing that some important sources of change are intimately connected with organizational routines is to recognize that routines are often effortful accomplishments (Pentland and Rueter, 1994; Feldman, 2000, 2003; Feldman and Pentland, 2003, this issue).”
Temporal Work in Strategy Making (2013, methodology): “Adopting a practice lens (Feldman 2003; Feldman and Orlikowski 2011; Orlikowski 2000), we examined CommCorp’s strategy-making dynamics as they were produced in the course of everyday”
Framing Contests: Strategy Making Under Uncertainty (2008, background): “Such practices are situated performances (Feldman 2003; Orlikowski 2000) in which knowledgeable actors use their social skills to incite collective action (Bourdieu 1977; Fligstein 2001; Giddens 1984).”
Crossing an Apparent Chasm: Bridging Mindful and Less-Mindful Perspectives on Organizational Learning (2006, background): “As recent work has highlighted (Pentland and Rueter 1994, Feldman 2003, Feldman and Pentland 2003, Pentland and Feldman 2005), routines are repetitive patterns of action that are functionally similar, but are not necessarily fixed.”
Thinking About Technology: Applying a Cognitive Lens to Technical Change (2008, background): “…way to explore a co-evolutionary model of technological frames and technical change because its underpinnings presuppose actors as knowledgeable agents who enact structures (technological frames) that shape their emergent and situated interpretive processes (Feldman, 2003; Orlikowski, 2000 ).”
Theorizing Practice and Practicing Theory (2011, background): “They have drawn particularly on Giddens’s (1984) and Bourdieu’s (1990) insights into human knowledgeability, as well as work by anthropologists such as Lave (1988) and Hutchins (1991, 1995), who have argued for seeing knowledge as a consequential activity grounded in everyday situated practice.”
Making Self-Regulation More Than Merely Symbolic: The Critical Role of the Legal Environment (2010, unknown): “Feldman, M. S., and B. T. Pentland 2003 “Reconceptualizing routines as a source of fl exibility and change.””
Beyond Routines as Things: Introduction to the Special Issue on Routine Dynamics (2016, unknown): “Or provide Feldman (2003) reference.”
The Persistence of Flexible Organizational Routines: The Role of Agency and Organizational Context (2005, background): “Using the language of embeddedness, the old routine in that case appears strongly embedded in the old coordination and cultural structures that continue to be reproduced by some of the supervisors’ actions and by subordinates’ understandings of supervisor-supervisor and supervisorsubordinate interac”
Business Model Dynamics and Innovation: (Re)establishing the Missing Linkages (2011, background): “…influence on product innovation (Howell et al., 2005; Smith, 2007); employees’ importance for the continuous adjustment of organizational routines (Feldman, 2000, 2003); the link between organizational routines and learning (Bresnen et al., 2005) and conscious knowledge efforts (Swift and…”