Applying organizational routines in understanding organizational change

Becker, Markus C.; Lazaric, Nathalie; Nelson, Richard R.; Winter, Sidney G.

doi:10.1093/icc/dth071

Cited by 296 publications

(198 citation statements)

References 58 publications

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“…Se hace necesario considerar que la mejora de las capacidades de la organización y el proceso de llevar a cabo innovaciones incrementales y sostenibles está posibilitado por el conjunto de rutinas de la organización (Bessant & Francis, 1999), al mismo que tiempo que se trabaja sobre aspectos de orden emocional que facilitan la innovación (Huy, 2005). Lo anterior propicia mecanismos para describir el comportamiento organizacional y su evolución (Becker, Lazaric, Nelson, & Winter, 2005), siendo los equipos la unidad social al interior de la organización, donde confluyen los comportamientos, habilidades y perspectivas colectivas e individuales (González-Romá, 2008).…”

Section: Ad-ministerunclassified

La organización informal en los equipos innovadores: un estudio de caso comparativo

2016

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RESUMENEste artículo presenta un estudio comparativo, mixto, transversal y descriptivo, que se basa en un modelo multinivel de factores psicosociales para identificar, evaluar y comprender la dinámica de la organización informal en la innovación empresarial. La investigación se hace en el nivel de equipos, mediante la aplicación de los instrumentos del modelo. Para la comparación de los equipos, estos se clasifican como "innovadores" y "no innovadores", a partir de la práctica de actividades de innovación reconocidas por la Organización para la Cooperación y el Desarrollo Económico (OCDE). Debido a la distribución no paramétrica de las variables, se usa el estadístico U de Mann Whitney para identificar las diferencias. La muestra corresponde a 70 equipos que integran a 563 personas de 21 empresas. El estudio encuentra que sí existen diferencias en los factores de cohesión, potencia y clima de aprendizaje entre aquellos equipos que hacen actividades de innovación y los que no, también en el factor de liderazgo entre aquellos equipos que hacen actividades de investigación y desarrollo y los que realizan otro tipo de actividades de innovación. Para comprender la relación de dichos factores con la innovación, se desarrolla un multicaso comparativo, entre cuatro equipos "innovadores" de dos empresas participantes. Los resultados dejan de manifiesto la relación existente entre factores de orden cultural y los factores psicosociales potencia y clima de aprendizaje. PALABRAS CLAVEInnovación; organización informal; clima de aprendizaje; clima organizacional, cultura organizacional, modelo multi-nivel, equipos. ABSTRACTThis article presents a comparative, mixed, transversal and descriptive study based on a multilevel model of psychosocial factors to identify, evaluate and comprehend the dynamics of the informal organization in company innovation. The research is done at a team level through the application of the model instruments. Teams, for comparison purposes, are classified as "innovative" and "non-innovative" based on their practice of innovative activities as recognized by the Organization for Economic Co-operation and Development (OECD). Due to the non-parametric distribution of variables, the statistics Test U of Mann Whitney is used to identify the differences. The sample corresponds to 70 teams, formed by 563 people from 21 companies. The study finds there are differences in the factors of cohesion, potency and learning climate between the teams that do innovation activities and those which do not, as well as differences in the leadership factors between teams that do Research and Development activities and those which do other types of innovation activities. A comparative multi-case between four "innovative" teams from two companies is developed to better understand the relationship of these factors with innovation. The

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Section: Ad-ministerunclassified

La organización informal en los equipos innovadores: un estudio de caso comparativo

2016

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“…L'ensemble de ces recherches se fonde sur une approche micro événemen-tielle du changement, observable dans une modification des routines (Becker, Lazaric, Nelson, Winter, 2005). Empiriquement, ces travaux étudient certaines routines d'une université (Feldman, 2000(Feldman, , 2003 ou des routines liées aux traitements logistiques dans plusieurs organisations scandinaves (Pentland, Haerem, Derel, 2011).…”

Section: Changement Et Routineunclassified

La gestion du changement confrontée aux événements. Le cas du comité des champs élysées

Deroy

2014

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“…Empirical studies of organizations focused on routines are still relatively rare (for some examples, see Cohen and Bacdayan 1994, Pentland and Rueter 1994, Knott and McKelvey 1999, Edmondson et al 2001, Feldman 2000, Narduzzo et al 2000, Szulanski and Winter 2002, Winter and Szulanski 2001. Furthermore, the question of how to operationalize organizational routines has turned out to be more than trivial, making the task more difficult (recently, a number of papers on the topic have been published; see Pentland 2003aand 2003b, Becker et al 2005 and the articles in the special section of Industrial and Corporate Change 2005, 14.5). Finally, precisely what the benefits are from such an analysis is yet not fully evident, mainly due to a lack of empirical studies.…”

Section: Introductionmentioning

confidence: 99%

Applying organizational routines in analyzing the behavior of organizations

Becker

Zirpoli

2008

Journal of Economic Behavior & Organization

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The concept of organizational routine can foster our understanding of the behaviour of organizations and of organizational change (Nelson and Winter 1982, March and Simon 1958, Cyert and March 1963, but since empirical studies employing organizational routines as analytical perspective are still relatively rare, how to conduct such an analysis and what are its benefits is not yet fully evident. We wish to shed light on how employing routines contributes to understanding the behavior of organizations and to demonstrate the potential of such analysis. The empirical analysis of the product development process at an engineering centre shows that using organizational routines presents advantages over alternative analytical approaches. The paper also contributes to shed light on how to fruitfully employ an organizational routines perspective in analysing the behaviour of organizations, providing the foundation for further empirical work. carried out in organizations is accomplished in routinized ways. Thus, its routines can be considered 'typical' for an organization. In order to understand an organization and its behavior, analysing its routines thus seems an appropriate starting point since they capture systematic and endogenous (rather than exogenous or one-off) performance drivers.Moreover, routines play an important role in organizational learning and memory, and is yet not fully evident, mainly due to a lack of empirical studies.While previous empirical studies employing an organizational routines approach have tackled specific research questions about organizations, we explore how using the analytical perspective of organizational routines contributes to understanding the behaviour of organizations and show how to carry out such an analysis, thus closing a gap in the literature.The paper is structured as follows. It first briefly introduces the notion of organizational routines. The case study is presented in section three. Section four explores the contribution of organizational routines in explaining the behavior of organizations, thus answering the research question. Section five presents conclusions. Organizational routinesPage 5 of 37 Note that rules do not necessarily, however, fully specify the causal mechanism, that is, precisely how rules contribute to generating recurrent patterns of behavior. As Feldman andPentland (2003) have recently argued, the role of human agency in rule-following, and probably also the governance mechanisms that provide incentives and constraints for following rules would at least need to be considered.(iii) Some recent articles argue that organizational routines should be understood as dispositions to engage in previously adopted or acquired behavior, triggered by an appropriate stimulus or context Knudsen 2004a and2004b). Rather than patterns of behavior, routines are 'stored behavioral capacities or capabilities. These capacities involve knowledge and memory. They involve organisational structures and individual habits which, when triggered, lead to sequential behavi...

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Applying organizational routines in understanding organizational change

Cited by 296 publications

References 58 publications

La organización informal en los equipos innovadores: un estudio de caso comparativo

La organización informal en los equipos innovadores: un estudio de caso comparativo

La gestion du changement confrontée aux événements. Le cas du comité des champs élysées

Applying organizational routines in analyzing the behavior of organizations

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