Modeling the Micro-Foundations of Routine Formation: When Expectations Match Interpretations

Gal, Amit; Hellman, Ziv

doi:10.2139/ssrn.2548567

Cited by 5 publications

(5 citation statements)

References 7 publications

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“…While routines are understood, the process by which they emerge remains an area of study (D’Adderio, 2008; Gal and Hellman, 2010; Pentland et al , 2010). Research has mostly utilized formal modeling.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Research has mostly utilized formal modeling. Studies conclude with calls for empirical research to explore the mechanism by which organizational routines emerge (Felin and Foss, 2005; Gal and Hellman, 2010). Much of the empirical research on routine formation considers introducing new routines in existing enterprises, not new ventures (Barley, 1986; Edmondson et al , 2001).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Organizational routines instill flexibility in the face of changing external conditions (Feldman, 2000; Feldman and Pentland, 2003; Howard-Grenville, 2005; Rerup and Feldman, 2011; Turner and Rindova, 2012). Despite numerous studies on routines’ role, impact and significance, relatively little is known of how they emerge in new firms (D’Adderio, 2008; Gal and Hellman, 2010; Pentland et al , 2010).…”

Section: Introductionmentioning

confidence: 99%

“…This research is important as there is comparatively little research on how routines emerge in the first place especially in new enterprises (Moran and Volkwein, 1992; Gersick and Hackman, 1990; Feldman and Pentland, 2003). This research gap has led to calls for more studies (D’Adderio, 2008; Gal and Hellman, 2010; Pentland et al , 2010). We advance the understanding of how routines form by broadly tracing the process of the “shared schemata” emergence in a new enterprise, thus providing a mechanism for how the ostensive aspect of routines emerges in new ventures.…”

Section: Introductionmentioning

confidence: 99%

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Emergence of organizational routines in entrepreneurial ventures

Huang

Murphree

2017

CMS

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Purpose The purpose of this paper is to expand the understanding of the process by which organizational routines emerge in entrepreneurial ventures. The emphasis is on the role of management and interaction in shaping shared schemata among members of the enterprise. Design/methodology/approach This paper uses a longitudinal interpretive and exploratory case study based on semi-structured interviews, archival material and naturalistic observation at a startup enterprise in China. Findings Focusing on the process through which shared schemata emerge to lay the foundation for routines in new firms, the authors find shared schemata emerge through a three-stage process: individual schemata emergence, partially shared schemata emergence and organizationally shared schemata emergence. Analogical transfer, strong foundational leadership and horizontal interaction among employees facilitate the development of individual schemata and their evolution into the shared schemata underlying organizational routines. Research limitations/implications This paper contributes to the understanding of routine formation in entrepreneurial ventures by creating a framework of the stages of development of organizational routines, as well as the role management plays in each stage. This contribution fits within the emergent field of microfoundations, linking individual actions and cognition to organizational outcomes and adding to this the contribution of social interaction. Practical implications Managers in new Chinese enterprises could benefit from understanding the importance of routinization and the managerial approaches which facilitate routine formation. This will increase the likelihood of firm survival as well as the competitive strength of the firm. Originality/value To date, there has been little research on how routines arise in entrepreneurial ventures, and none on explicitly the role for management and interaction in fostering routinization.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Emergence of organizational routines in entrepreneurial ventures

Huang

Murphree

2017

CMS

View full text Add to dashboard Cite

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“…It is already widely accepted that understanding routines is important in capturing organizational changes, and categories have been developed that depict the internal mechanisms of organizational routines (Salvato and Rerup, 2011), including distinctions between 'routines as representations' and 'routines as expressions' (Cohen et al, 1996), 'routines as cognitive regularities' and 'routines as behavioural regularities' (Becker, 2004), and 'ostensive' and 'performative' aspects of routines (Feldman and Pentland, 2003;Pentland andFeldman, 2005, 2008b). However, we still lack a full understanding of the internal structures and micro-dynamics that underpin the evolution of organizational routines (D'Adderio, 2009;Gal and Hellman, 2010;Pentland et al, 2010). Pentland and Feldman (2005) have argued that in order to thoroughly understand how routines matter to organizations, we need to open up the 'black box' of the routines, analysing their internal structures and how they operate as well.…”

Section: Introductionmentioning

confidence: 99%

The emergence of organizational routines from habitual behaviours of multiple actors: an agent-based simulation study

Gao

Deng

Bai

2014

Journal of Simulation

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Organizational routines are generative, dynamic systems involving multiple actors, and are crucial to understanding how organizations typically accomplish their tasks. In this paper, by regarding the individual habits of multiple actors as fundamental building blocks, we investigate organizational routines through a 'bottom-up' approach. On the basis of an individual actor-based perspective, we provide a general framework for analysing the internal structures of organizational routines and carry out agent-based simulation analysis based on a special empirical background. The results of our research show that performance feedback loops underlying interactions between actants, including both human actors and non-human artefacts, are key factors underpinning the formation and dynamics of organizational routines, and that imitation by individual actors may accelerate the emerging processes of these routines. For routines deliberately designed by management, an extended model from the perspective of evolution games indicates that a better balance of payoffs between different individual actors is important, and that the initial strategic distributions of individual actors are sensitive to the formation of routines. Agent-based simulation and evolutionary game theory thus provide quantitative but effective approaches that allow us to open up the 'black box' of organizational routines in two completely distinct forms-those that emerge from repeated interaction between individual actors and those deliberately designed by management--and to explore their formation and micro-dynamics.

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Towards an understanding of organizational learning processes in development of competences

Takahashi¹

2017

EJMI

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Purpose – to analyze the process of organizational learning in development of organizational competences in two educational institutions that offer Higher Technological Education Courses in Brazil. Design/Method/Approach. As for the methodology, the nature of the research is exploratory, with a qualitative approach, and a multiple case study method. Findings. The results made it possible to conclude that there was a learning process at the organizational level, as new knowledge and new practices had been institutionalized. Based on the data found in each case, it was possible to certify that some competences can be built and others eliminated, shaping the dynamic character of the process. Theoretical implications. It was possible to corroborate the model used (Patriotta, 2003) and propose advances to it, towards an understanding of organizational learning processes in the development of organizational competences. Practical implications. The manager can see competences in dynamics, changing over time and in the context of the organization, according to the events and changes in their objectives, intentions, and strategies. Originality/Value. We found that organizational learning is the result of the acquisition of a competence that represents this process. Using a metaphor, it was found that the competences of an organization represent the 'DNA' of the organizational learning. Research limitations/Future research. This paper analyzed two cases only and new case studies are needed to characterize more fully on these results. Paper type – empirical.

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Modeling the Micro-Foundations of Routine Formation: When Expectations Match Interpretations

Cited by 5 publications

References 7 publications

Emergence of organizational routines in entrepreneurial ventures

Emergence of organizational routines in entrepreneurial ventures

The emergence of organizational routines from habitual behaviours of multiple actors: an agent-based simulation study

Towards an understanding of organizational learning processes in development of competences

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