Resources in Emerging Structures and Processes of Change

By Maryann P. Feldman. Organ. Sci., 2004

456 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/8967023faecff3196105106c24c0bace08f303d3

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

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Citations in the corpus

A performative perspective on stability and change in organizational routines (2003, background): “In two of the cases the subordinates later had second thoughts and some subordinates engaged in acts that subverted the changes (Feldman, 2003).”
Corporate entrepreneurship and performance: A meta-analysis (2015, background): “Delving deeper, only some qualitative in-depth case studies focus on exploring the impact of firm resources on the firm’s ability to change (e.g., Feldman 2004; Lee et al. 2011).”
Theorizing Practice and Practicing Theory (2011, background): “…it is unsettling to take on the notion that a resource is defined not by what it is but by the practices through which it is enacted as a resource, and that such enactment as a resource is an ongoing and thus necessarily temporary accomplishment (Feldman, 2004; Feldman & Worline, 2010).”
Organizational changes in emerging economies: drivers and consequences (2006, background): “Other researchers argue that good performance continuously motivates companies to change, especially in uncertain environments (Brown and Eisenhardt, 1997; Feldman, 2004; Tsoukas and Chia, 2002).”
Toward a Theory of Coordinating: Creating Coordinating Mechanisms in Practice (2012, unknown): “…empirical studies based in practice theory have focused on the action involved in bringing new or altered structures into being (e.g. Barley, 1986; Feldman, 2000, 2004; Jarzabkowski, 2008; Orlikowski, 1992; 1996; Pentland, 1992; Rerup & Feldman, in press), few have looked at what happens in…”
Designing routines: On the folly of designing artifacts, while hoping for patterns of action (2008, background): “Longitudinal research on the development of patterns of action shows that even when the employees closest to the routine are involved in producing it, unintended patterns and consequences arise (Feldman, 2004).”
New Product Development as a Complex Adaptive System of Decisions (2006, background): “It facilitates theory building and the identification of possible correlations, which become the basis for quantitative descriptive models and normative theory building (Brown and Eisenhardt, 1997; Eisenhardt, 1989; Feldman, 2004; Whetten, 1989).”
Building a Sustainable Model of Human Energy in Organizations: Exploring the Critical Role of Resources (2012, background): “Thus, physical energy works exactly as Orlikowski (2000) and Feldman (2004) describe resources in general: potential energy becomes a resource as it is used (and only as it is used) in practice, by transforming it into action.”
Understanding compassion capability (2011, background): “…capabilities such as knowing (e.g. Orlikowski, 2002), learning (e.g. Antonacopolou, 2006), adapting (e.g. Meyer, 1982), resource creation (e.g. Feldman, 2004), change (e.g. Feldman and Pentland, 2003), strategizing (e.g. Johnson et al., 2007), structuring (e.g. Barley, 1986) and regeneration…”
Special Issue: Frontiers of Organization Science, Part 2 of 2: A Socially Embedded Model of Thriving at Work (2005, background): “In either case, the resources are endogenously produced through the interactions of an individual and others and emerge in the context from the practice of doing the work (Feldman 2004, Worline et al. 2004).”
Knowledge Collaboration in Online Communities (2011, background): “Resources may flow from outside the OC (e.g., passion ) or be internally generated (e.g., convergence), subsequently influencing and influenced by action (Feldman 2004).”
Evolving Work Routines: Adaptive Routinization of Information Technology in Healthcare (2011, background): “Pentland and Feldman (2007) introduced the narrative network as an analytical tool for mapping the actual and potential patterns of action that occur in an organizational routine.”
Organizational Learning: From Experience to Knowledge (2011, unknown): “More recently, researchers have argued that routines can be a resource for change (Feldman, 2004), and distinguished between specific routines that were favorable or less favorable to creativity or innovation (Miron, Erez, & Naveh, 2004; Naveh & Erez, 2005).”
Templates and Turns in Qualitative Studies of Strategy and Management (2011, background): “…a striking example of this potential, Feldman’s ethnographic study of practices in a university housing department generated broadly applicable theories of the performative and ostensive aspects of routines (Feldman, 2000) as well as the development of the notion of ‘‘resourcing’’ (Feldman, 2004).”
A Behavioral Theory of the Firm - 40 Years and Counting: Introduction and Impact (2007, background): “First, researchers are examining how organizational experience is encoded in organizational routines (e.g., see Cohen and Bacdayan 1994, Feldman 2004 ) or rules (March et al. 2000) as well as how that knowledge interacts with knowledge embedded in individuals.”