The Persistence of Flexible Organizational Routines: The Role of Agency and Organizational Context

By Jennifer A. Howard-Grenville. Organ. Sci., 2005

551 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/b455c00219a3f2f189d18b14c80010406eb2b433

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

The Cognitive Perspective in Strategy: An Integrative Review (2011, background): “…in the literature: simulations with predetermined characteristics of routines (Denrell, Fang, & Levinthal, 2004), ethnographic methods to highlight the interaction between agency and context (Howard-Grenville, 2005), and rule-based grammatical models using archival data (Pentland & Rueter, 1994).”
Making Self-Regulation More Than Merely Symbolic: The Critical Role of the Legal Environment (2010, unknown): “Although routines can be a source of dynamism under certain conditions (Haveman, 1992; Feldman and Pentland, 2003; Howard-Grenville, 2005), organizations are resistant to change when managers attempt to impose new routines from above (Feldman, 2003) or when the new routines are not a logical…”
Capabilities Unveiled: The Role of Ordinary Activities in the Evolution of Product Development Processes (2009, background): “These problems are evident in recent empirical studies that tried to closely follow the emergence and development of organizational capabilities and of their component routines (e.g., Edmondson et al. 2001, Feldman 2000, Howard-Grenville 2005).”
Toward a Theory of Coordinating: Creating Coordinating Mechanisms in Practice (2012, unknown): “These early cycles of coordinating may have been omitted from previous studies because of their focus on how practices or routines are established (see Okhuysen and Bechky 2009; Feldman 2000, 2003; Howard-Grenville 2005; Zbaracki and Bergen 2010).”
Knowledge management and innovation strategy: The challenge for latecomers in emerging economies (2008, background): “…have often portrayed organizational routines as path dependent and hence highly rigid (Cyert & March, 1963; Levitt & March, 1988; Nelson & Winter, 1982; North, 1990), but other researchers have recently observed that routines can be flexible as well (Feldman, 2000; Howard-Grenville, 2005).”
The Effect of Absorptive Capacity on Innovativeness: Context and Information Systems Capability as Catalysts (2010, unknown): “These routines represent a mix of structure and agency, and discussions regarding the traps of routinization tend to over-emphasize structural rigidity and ignore the capacity of organizational members to ‘think outside the box’ of their cognitive myopia (Howard-Grenville, 2005), which in turn cause”
Cognition and Capabilities: A Multi-Level Perspective (2013, background): “…are executed by the front line in many cases, but changes in routines might be initiated by either those workers through their everyday practice (Howard-Grenville, 2005; Rerup & Feldman, 2011) or perhaps by the top management team in a deliberate attempt to create new truces (Zbaracki & Bergen,…”
Beyond Collective Entities: Multilevel Research on Organizational Routines and Capabilities (2011, background): “, 2007; Teece, 2007; Zollo & Winter, 2002), or on the shop floor, as detailed empirical analyses suggest (Howard-Grenville, 2005; Narduzzo, Rocco, & Warglien, 2000; Salvato, 2009a)? Second, it is unclear whether dynamic capabilities function according to a backward-looking logic”
The Role of Affect in Creative Projects and Exploratory Search (2007, unknown): “The close empirical analysis by Feldman and Pentland (2003) and Howard-Grenville (2005) shows that in the performance of routines, habit is typically buttressed by intelligence and impulse.”
Does familiarity foster innovation? The impact of alliance partner repeatedness on breakthrough innovations (2015, unknown): “Goerzen, 2007), recent literature on interorganizational routines has suggested that routines are inherently generative in nature, and are increasingly seen as capable of being adaptive to changing environment (Howard-Grenville, 2005).”
Organizational resilience: a capability-based conceptualization (2019, background): “…and quick implementation (Smart and Vertinsky 1977); however, research shows that newly developed solutions—regardless of how carefully they are designed—do not automatically lead to changes in the organizational patterns of action (Feldman 2003; Howard-Grenville 2005; Pentland and Feldman 2008).”
Theorizing Practice and Practicing Theory (2011, background): “In recent work, these concepts have been useful in bridging the gap between mindful and less mindful perspectives on organizational learning (Levinthal and Rerup 2006), in understanding the persistence of flexible organizational routines (Howard-Grenville 2005), and in exploring the difference betwe”