Sequential Analysis of
						Processes*

Poole, Marshall Scott; Lambert, Natalie; Asencio, Raquel; McDonald, Joseph C.

doi:10.4135/9781473957954.n16

Cited by 8 publications

(11 citation statements)

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“…. [are] deciphered to understand the process” (Poole et al, 2017: 254), we arranged the simplified descriptions of multiple NPD processes as strings of sequential data. An event sequence is an ordered listing of occurrences that is compiled to understand how a process such as a routine or parts of the routine are accomplished (Strauss and Corbin, 1998: 145).…”

Section: Methodsmentioning

confidence: 99%

Routine Regulation: Balancing Conflicting Goals in Organizational Routines

Salvato

Rerup

2017

Administrative Science Quarterly

105

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To examine how organizational routines serve as a source for balancing conflicting organizational goals, we use an inductive study of Alessi, an Italian design company, to trace how organizational members simultaneously achieved the conflicting organizational goals of design and efficiency in the new product development routine. Our analysis identified three types of regulatory actions (splicing, activating, and repressing) that participants took to flexibly enact these conflicting organizational goals through the same routine. We observed that the three regulatory actions facilitated new connections between new product development participants, allowing them to create a dynamic truce and accomplish the two conflicting goals in a new product's origination, evaluation, and development phases. Routine regulation shifts our focus away from the routine as a stable truce to the truce as process, highlighting the role of actions performed by individuals throughout the organizational hierarchy, and moves the conversation away from eliminating goal conflict to elaborating the ongoing actions that people take to manage conflicting organizational goals. Our findings and theoretical insights produce a deeper conceptualization of routines as generative systems by demonstrating how action taken to enact a routine also has the capacity to regulate conflicting organizational goals.

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Section: Methodsmentioning

confidence: 99%

Routine Regulation: Balancing Conflicting Goals in Organizational Routines

Salvato

Rerup

2017

Administrative Science Quarterly

105

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“…We can identify this space of possible paths by analysing the sequential relations between actions in a process. In keeping with Cloutier and Langley (2020), we adopt an etic (outsiders) perspective, rather than an emic (insiders) perspective (Pike, 1967; see also Poole, Lambert, Murase, Asencio, & McDonald, 2017). Taking the example from the medical clinic: by looking at how checking-in is related to other actions such as sitting in the waiting room, going to the examination room and obtaining the patient history, and how these in turn are related to other actions in a patient visit, we can identify all the possible ways in which a patient visit can unfold.…”

Section: Introductionmentioning

confidence: 99%

Process Multiplicity and Process Dynamics: Weaving the Space of Possible Paths

Pentland

Mahringer

Dittrich

et al. 2020

Organization Theory

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In research on process organization studies, the concept of multiplicity is widely used, but a fundamental confusion about what process multiplicity means persists. As a result, we miss some of the potential of this concept for understanding process dynamics and process change. In this paper, we define process multiplicity as a duality of ‘one’ and ‘many’, and we conceptualize ‘the many’ as a space of possible paths encompassed by a process. We use the notion of paths to operationalize process multiplicity and make it accessible for empirical research. When we see process as a multiplicity, process change can be understood as expanding, shifting or contracting the space of possible paths. We suggest that this concept of process multiplicity also has implications for a range of other theoretical and practical topics, including standards, standardization and flexibility as well as process replication, management and resilience.

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“…Process data concern evolving phenomena and are temporally structured—being tied to specific moments in an unfolding process. Therefore, process data are typically organized according to temporal units such as events, episodes, or periods (Langley, 1999; Poole et al, 2017). To investigate how change and development come about, it is crucial that authors maintain the “temporal interconnectedness” of data (Pettigrew, 1990) and avoid chunking data only thematically or conceptually, because what happens at any moment in time is affected by what comes before and what may come after.…”

Section: Connecting Theory and Data: Temporal Coherencementioning

confidence: 99%

Composing qualitative process research

Berends

Deken

2019

Strategic Organization

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Qualitative process research is becoming increasingly popular, yet authors often struggle with creating an effective write-up. Process articles must demonstrate a close-knit link between process data and process theory, and, at the same time, engage the reader. This requires trade-offs among options for composing the presentation of narratives, concepts, and theoretical process models. This essay distinguishes three compositional structures authors can use to write up their findings—inductive, conceptualized, and model-led. We discuss their key characteristics, pros and cons, and conditions for effective use and offer exemplars for inspiration.

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Sequential Analysis of Processes*

Cited by 8 publications

References 0 publications

Routine Regulation: Balancing Conflicting Goals in Organizational Routines

Routine Regulation: Balancing Conflicting Goals in Organizational Routines

Process Multiplicity and Process Dynamics: Weaving the Space of Possible Paths

Composing qualitative process research

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