The effect of repertoire, routinization and enacted complexity: Explaining task performance through patterns of action

Abstract

We use pattern mining tools from computer science to engage a classic problem in organizational theory: the relation between routinization and task performance. We develop and operationalize new measures of two key characteristics of organizational routines: repertoire and routinization. Repertoire refers to the number of recognizable patterns in a routine, and routinization refers to the fraction of observed actions that fit those patterns. We use these measures to develop a novel theory that predicts task performance based on the size of repertoire, the degree of routinization, and enacted complexity. We test this theory in two settings that differ in their programmability: crisis management and invoice management. We find that repertoire and routinization are important determinants of task performance in both settings, but with opposite effects. In both settings, however, the effect of repertoire and routinization is mediated by enacted complexity. This theoretical contribution is enabled by the methodological innovation of pattern mining, which allows us to treat routines as a collection of sequential patterns or paths. This innovation also allows us to clarify the relation of routinization and complexity, which are often confused because the terms routine and routinization connote simplicity. We demonstrate that routinization and enacted complexity are distinct constructs, conceptually and empirically. It is possible to have a high degree of routinization and complex enactments that vary each time a task is performed. This is because enacted complexity depends on the repertoire of patterns and how those patterns are combined to enact a task.

Modeling the Effect of Corporate Sponsorship on the Organizational Image of Selected Insurance Companies in Edo State, Nigeria

“…This partly explains why the respondents rated the selected insurance companies high in business-wise indices. Overall, the result of the current study has extended that of previous researchers (Hansson et al, 2022; Huber, 2022; Weber et al, 2022) that examined issues related to organizations’ progress without clearly focusing on the impact of corporate sponsorship on the image of insurance companies. The current study is different from that of Amoako et al (2012) because it focused on the contributing role of corporate sponsorship on organizational image unlike Amoako et al who examined the effectiveness of CS in marketing performance, brand value, and identity.…”

“…Biraglia and Gerrath (2020) argue that corporate sponsorship is helpful approach for improving the public rating of the image of an organization. Other researchers (Hansson et al, 2022; Huber, 2022; Weber et al, 2022) agree that business organizations take their image seriously so that they will be able to meet up with the existing competition.…”

From Fit to Fitting: A routine dynamics perspective on M&A synergy realization

“…Going back to the raw interview data we found that difficulties were arising not only from the jointly performed routine and, thus from within the combined routine but also from its connection with adjacent routines and in relation to each organization's strategic positioning and cultural repertoire. Accordingly, we analyzed and compared the encountered difficulties at these three levels, identifying conflicting actors' intentions and conflicting organizational norms as two mechanisms driving the observed incompatibilities and the apparent inability to adjust the initial design in light of their existing patterns (Hansson, Haerem, & Pentland, 2023). In particular, we coded for the rationales provided by our informants as they described the issues.…”

Multiteam Systems Handling Time-Sensitive Targets: Developing Situation Awareness in Distributed and Co-located Settings

“…In a MTS-TST setting, the task is both dynamic and complex, and what seems a routine operation at one step may develop into a largely uncertain situation in the next ( Hansson et al, 2021 ). Moreover, the task is complex in its dynamic nature and the number of paths to the desired ends ( Hærem et al, 2015 ).…”