Interdependent Routines and Innovation Processes – An Ethnographic Study of Scrum Teams

Mahringer, Christian A.; Dittrich, Katharina; Renzl, Birgit

doi:10.5465/ambpp.2019.11891abstract

Cited by 6 publications

(3 citation statements)

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“…When diffusing in an organisation, workarounds become generative mechanisms for (bottom‐up) process innovation (Alter, 2014; Mahringer et al, 2019; Pinto et al, 2018) complementing official top‐down redesign initiatives. We discovered that innovation processes are open‐ended, i.e., constituting endogenous change processes in which workarounds are one particular type of variation that brings about process drift (Pentland et al, 2021).…”

Section: Discussionmentioning

confidence: 99%

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Workarounds as generative mechanisms for bottom‐up process innovation—Insights from a multiple case study

Bartelheimer

Wolf

Beverungen

2023

Information Systems Journal

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Workarounds are goal‐driven deviations from the standard operating procedures performed to overcome obstacles constraining day‐to‐day work. Despite starting as temporary fixes, they can become established across an organisation and trigger the innovation of processes and IT artefacts that can resolve misfits permanently. Although prior research has elicited antecedents and types of workarounds, it is not known how workarounds diffuse in an organisation and, thereby, innovating co‐workers' activities, IT artefacts, and organisational structures. The results of our multiple two‐year case study provide unique empirical insights into the diffusion of workarounds and how they can act as generative mechanisms for bottom‐up process innovation.

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Section: Discussionmentioning

confidence: 99%

“…When diffusing in an organisation, workarounds become generative mechanisms for (bottom-up) process innovation (Alter, 2014;Mahringer et al, 2019;Pinto et al, 2018) complementing official top-down redesign initiatives.…”

Section: : the Types Of Misfits And Their Individual Perception Impac...mentioning

confidence: 99%

Workarounds as generative mechanisms for bottom‐up process innovation—Insights from a multiple case study

Bartelheimer

Wolf

Beverungen

2023

Information Systems Journal

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“…The data set used for illustration is derived from a larger study of software development teams in a medium sized high-tech manufacturing company, which develop software tools to control complex cabin-like machines [14,15]. The software development teams enact routines based on the Scrum framework, which splits software development into distinct phases of two weeks (i.e., sprints), and defines events, rules, and roles that support the sprints [16].…”

Section: Introductionmentioning

confidence: 99%

Analyzing Digital Trace Data to Promote Discovery – The Case of Heatmapping

Mahringer

2022

Business Process Management Workshops

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Business Process Management and Routine Dynamics are two streams of research that both explore process. To this end, Business Process Management has developed a rich array of methods that can be used to analyze digital trace data. Routine Dynamics has put less emphasis on the analysis of digital trace data, but it has advanced a methodological approach that promotes discovery, i.e., the process that actors perform and experience as they develop novel insights. This paper argues that the analysis of digital trace data can promote the process of discovery. It uses heatmapping as a specific example to show how analyzing digital trace data can promote discovery. The paper thus emphasizes a specific way how Business Process Management and Routine Dynamics can fertilize each other.

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