Once regarded as stable and inflexible, organizational routines are increasingly seen as capable of being adapted to the situation at hand and a potentially important source of endogenous change in ...organizations. This paper considers why routines that are performed flexibly may nonetheless persist over time. Drawing on data from participant observation of a high-tech manufacturing company, I identify factors that contribute to both the flexibility and persistence of a routine. First, individuals and groups approach routines with different intentions and orientations, suggesting that agency shapes particular routine performances. Second, routine performances are embedded in an organizational context that, while it may not restrict the flexible use of a routine, may constrain its ongoing adaptation. Finally, accounting for the relative power of individuals sheds light on the interaction between agency and context in routine performance and explains why the actions of some individuals, but not others, can change routines. This paper draws on recent work that conceptualizes routines as ongoing accomplishments, and it extends it by identifying how actors and contexts shape both individual performances of routines and contribute to their persistence or change over time.
Summary
While much work has been done on the conditions surrounding the emergence and establishment of industrial symbiosis (IS), new attention is being paid to understanding the evolution of IS over ...time. We demonstrate empirically how a new, facilitated IS initiative developed and evolved over an 8‐year period. We explore its network evolution by considering how the facilitator's actions enabled and precluded two fundamental network processes—serendipitous and goal‐directed processes. We discuss implications for a more generalized theory of IS development by exploring why and how different evolutionary trajectories may unfold.
Using longitudinal qualitative and network data capturing five years of evolution of an interorganizational network, this paper explores network orchestration – the process of assembling and ...developing an interorganizational network. In particular, we analyze shifts in the network orchestrator’s actions and the network’s structure and composition. We find that an orchestrator builds the capacity to assemble a network over time through the accumulation of resources and specialized expertise. However, as the network develops, an orchestrator faces an evolving set of dilemmas arising from the need to demonstrate value for various members and audiences. To resolve these dilemmas, orchestrators may shift their actions, moving from initially encouraging serendipitous encounters between network members (“blind dates”) to increasingly selecting members and more closely influencing their interactions (“arranging marriages”). We discuss implications of our findings for a processual understanding of orchestrated network assembly and growth.
This paper considers how issue sellers advance new issues within an organization over time, and how they gain competence at doing so. Using ethnographic, archival, and interview data spanning a ...six-year period, it describes the moves made by members of a high-tech manufacturer to introduce environmental considerations into the design of new manufacturing processes. A significant shift occurred in the pattern of moves used over time, and explanations for the shift are found in two accompanying dynamics: The gradual accumulation of assets by the group advancing the issues and their adjustment of moves used based on earlier experiences. The findings are used to develop a model of issue selling as resourcing ; that is, a practical accomplishment through which issue sellers moves enact key schemas held by issue recipients, triggering their attention and action on the issue. Issue selling as resourcing builds on recent work on resources and organizational boundaries to address how organizational contexts shape opportunities for and barriers to issue selling, and to identify how issue sellers learn to operate effectively within them.
The nature and scope of changes in organizations’ external environments is without precedent due to planetary shifts, or major changes in earth’s biophysical systems. Our theories of organizational ...adaptation lack the capacity to explain what will be needed on behalf of business organizations, and their strategists and managers, to adjust to these shifts. In this essay, we review organizational adaptation theory and explain why it falls short of offering adequate explanations in an era of planetary shifts. We then draw on ecological theories of adaptation, with their focus on social-ecological systems and panarchy, to suggest ways to advance organizational adaptation theory for our times.
"Grand challenges" are formulations of global problems that can be plausibly addressed through coordinated and collaborative effort. In this Special Research Forum, we showcase management research ...that examines societal problems that individuals, organizations, communities, and nations face around the world. We develop a framework to guide future research to provide systematic empirical evidence on the formulation, articulation, and implementation of grand challenges. We highlight several factors that likely enhance or suppress the attainment of collective goals, and identify representative research questions for future empirical work. In so doing, we aspire to encourage management scholars to engage in tackling broader societal challenges through their collaborative research and collective insight.
Companies do not respond identically when faced with similar environmental issues, confounding research that looks only at external influences on corporate environmental practice. In this article, ...the author explores the role of internal factors, specifically an organization's culture and subcultures, in shaping a company's interpretations and actions on environmental issues. Organizational culture influences how an organization 's members define, or "set," problems and the strategies they draw on to solve such problems. Drawing from a 9-month ethnographic study of a high-tech manufacturer, the author finds that the existence of multiple subcultures gives rise to divergent interpretations and strategies for action for environmental issues and that the relative power of the subcultures influences which interpretations and strategies for action are ultimately adopted. Differences between subcultures and the nature of the relationships between them can explain some of the variation in attention and action observed as organizations address issues of environmental protection.
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