Disincentives of organizational routines transfer

Abstract

In the case of sales and marketing organization reform discussed in this paper, organizational routines with excellent results were created. Despite visibility and standardization in a form usable for other organizations, the routines were not transferred between sales offices due to the rules of the sales organization, where "autonomy is maintained if an organization achieves KPIs." In other words, in organizations where each sales office achieves KPIs and has good performance, the high level of autonomy in each office is preserved, and the offices (a) may make their own improvements to organizational routines and (b) will not have the organizational routines of other organizations forced on them. In organizations with good performance, it was observed that organizational routines (a) evolve uniquely in each sales office and (b) undergo an adaptive radiation where they are

The organization for roadmap sales & marketing

“…What is of essential importance is the type of sales & marketing strategy to be used according to the type of products and services and the type of customers. This is because the criteria for the organization and sales & marketing activities are selected accordingly (Matsuo, 1998;Nobe, Komatsu, & Ikuine, 2018;Yamashiro, 2019). In addition, the sales & marketing organization is not necessarily able to quickly adapt to changes in strategy.…”

Getting things done by middle manager

“…Because of this, much research has been done on the role of the middle manager from a number of approaches. These aspects include boundary work (Azambuja & Islam, 2019), routine creation (Yamashiro, 2019), sensemaking (Balogun & Johnson, 2004;Rouleau & Balogun, 2011), and strategic roles (Mantere, 2008). These studies all focused on middle managers' managerial work.…”