Organizational Routines And Organizational Change

Current theory in routine dynamics focuses on patterning (Feldman 2016) as a mechanism for stability and change in routines. We define patterning as the process of adding, removing, or reinforcing paths in the narrative network that describes an organizational routine. Patterning is a hybrid mechanism that can be driven by any of the four change motors (teleology, dialectic, lifecycle, or evolution). Through patterning, routines change and adapt over time. In this chapter, the idea of organizational routines is illustrated with examples from videogame development. The authors suggest that narrative networks provide a way to see routine dynamics as network dynamics and to analyze routines and organizational change from a fresh point of view.

A Unique Way to Analyze the Realities of Health Workers Within A Hermeneutic-Dialectic Perspective

We propose an original method of analysis within a hermeneutic-dialectic framework theoretically supported by the work of Hans-Georg Gadamer, Bertell Ollman, and Maria Cecilia Minayo. We draw a unique means of analysis to guide an understanding of the labor realities for health workers who care for older adults. This method of analysis proposes a way to create consensual opinions, question this consensus and then put these aspects in a dialogical encounter with the qualitative researcher and interpreter. We illustrate the application of this methodological process using dialogical conversations and narrative interviews with 12 health workers from the Brazilian Unified Health System (SUS). The hermeneutic-dialectic process of interpretation involves us in movements of comprehension, which allows us to understand realities including the actual sad situation of some territories, creating possibilities for home health care, the integrality of attention as a tool for providing home assistance in the primary care field, and the necessity of a set of services to provide an organizational routine for home visits to older people. This methodological analysis has the potentiality to help develop other research on similar topics. The results illustrate that good home care for older adults requires effective articulation between compassionate workers and public health agencies.

Innovation management as a practice: Contributions of the concept of ordinary management

Objective: to analyze the practices of ordinary management as a complement to the approaches of innovation management. Methodology/approach: an exploratory research was carried out through a bibliographic survey. Main results: ordinary management as an aid to innovation management approaches explains how individuals can do different activities in a collective and contextualized way to be able to carry out all the innovation work, and can give opportunities to the manager to conduct and reposition the activities that are carried out in the organizational routine. Theoretical/methodological contributions: this research presents a relevant discussion of how the daily work of the people who make up the organization allows to build a more integrated knowledge about all the processes that involve the complexity of innovation. Relevance/originality: the ordinary management can be a useful theoretical tool for understanding innovation management in practice and taking a new look at understanding the organization and its interactions, considering it as a process, where the different ways of doing and the knowledge of individuals is important for the real work of innovation. Social/management contributions: the relationship between innovation management and ordinary management approaches gives greater attention to the work of individuals in innovation processes and considering the idiosyncrasies present in the organizational environment of peripheral contexts.

Building Blocks

Immediately following the Garbage Offensive, the Young Lords established an office headquarters in East Harlem, deepened its ties to the welfare rights movement in New York and established a police-watch project in the community. The group also fortified its organizational structure. Two of its Central Committee members Pablo Guzman and Juan Gonzalez drafted a Thirteen-Point Program and Political Platform. The group also developed a rubric for political education, and established an organizational routine for integrating new members and deepening the training of existing ones.

Reflection-in-Action When Designing Organizational Processes: Prototyping Workshops for Collective Reflection-in-Action

In this paper on designing organizational processes, we combine insight on reflection-in-action with the role of reflection and experimenting from the organizational routine dynamics literature. Illustrated through a case at a strategy consultancy, we show how a prototyped workshop can elicit reflection-in- action when designing organizational processes. The artifacts used in the prototyped workshop made previous implicit assumptions about the work more explicit. This led to on the spot reflection-in-action of how to improve the prototype. This shows how collective reflection-action can be created by creating a space for reflection, that simultaneously allows for experimentation. Future research between design science and organizational science would thus be fruitful when studying the role of collective reflection- in-action when prototyping organizational processes.

Understanding and Solving Late Payment: The Role of Organizational Routines

European legislation has so far failed to alleviate late payment. We introduce the concept of organizational routine; this contributes to understanding late payment and its persistence and focuses on more effective ways of alleviating it. The case study between a large Spanish company and its Spanish SME suppliers gives an exemplary illustration of organizational (trade credit) routines and their dynamics in a two-sided business relationship. The large company’s imbalanced routine and the SMEs’ balanced routine explain late payment. Potential for change and the alleviation of late payment is to be found in routines’ internal dynamics and in participants’ understanding.