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Changing Routine: Reframing Performance Management within a Multinational

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  • Philip Stiles
  • Jonathan Trevor
  • Elaine Farndale
  • Shad S. Morris
  • Jaap Paauwe
  • Guenter Stahl
  • Patrick Wright

Abstract

This paper seeks to extend the literature on how change occurs in organizational routines by examining the link between routines and schemata and showing the cognitive and motivational factors involved. Using an in-depth analysis of a Japanese multinational, we develop an account of how a newly-implemented centralized performance management routine is interpreted by managers at two subsidiaries. We show how different performances of subroutines emerge into a new ostensive pattern of a routine, and how the cognitive and motivational aspects of individual agency are manifested in this process and how they affect the espoused organizational schema.

Suggested Citation

  • Philip Stiles & Jonathan Trevor & Elaine Farndale & Shad S. Morris & Jaap Paauwe & Guenter Stahl & Patrick Wright, 2015. "Changing Routine: Reframing Performance Management within a Multinational," Journal of Management Studies, Wiley Blackwell, vol. 52(1), pages 63-88, January.
    • Handle: RePEc:bla:jomstd:v:52:y:2015:i:1:p:63-88
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    File URL: http://hdl.handle.net/10.1111/joms.12111
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    References listed on IDEAS

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    3. Gilstrap, J. Bruce & Hart, Timothy A., 2020. "How employee behaviors effect organizational change and stability," Journal of Business Research, Elsevier, vol. 109(C), pages 120-131.
    4. Raja, Jawwad Z. & Neufang, Isabelle Fabienne & Frandsen, Thomas & Gölgeci, Ismail, 2024. "Working through frame incongruences: A process perspective on (re)framing for digital servitization," Technovation, Elsevier, vol. 129(C).

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