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Explaining the Selection of Routines for Change during Organizational Search

Author

Listed:
  • Amit Nigam

    (EM - EMLyon Business School)

  • Ruthanne Huising
  • Brian Golden

Abstract

We examine how organizations select some routines to be changed, but not others, during organizational search. Selection is a critical step that links an exogenous trigger for change, change in individual routines, and larger processes of organizational adaptation. Drawing on participant observation of an initiative to improve perioperative efficiency in seven Ontario hospitals, we find that organizational roles shape selection by influencing both politics and frames in organizational search. Roles shape politics by defining the role-specific goals of the people who have authority to change a routine. Organizations will not select a routine for change unless at least some elites—people with role-based authority—frame the existing routine as negatively affecting their role-specific goals. Roles also shape individuals' frames. Because people are only partially exposed to interdependencies between routines in their day-to-day work, they may not be fully aware of the diverse impact that an existing routine can have on their goals. Proponents for change can use strategic framing to focus attention on interdependencies between routines to get elites to better see how an existing routine negatively affects their goals. They can also change elites' goals by using strategic framing to focus attention on new and broader goals that the change in routine would promote.

Suggested Citation

  • Amit Nigam & Ruthanne Huising & Brian Golden, 2016. "Explaining the Selection of Routines for Change during Organizational Search," Post-Print hal-02311918, HAL.
  • Handle: RePEc:hal:journl:hal-02311918
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    Citations

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    Cited by:

    1. Giada Baldessarelli & Nathalie Lazaric & Michele Pezzoni, 2022. "Organizational routines: Evolution in the research landscape of two core communities," Post-Print halshs-03718851, HAL.
    2. Jillian Chown, 2020. "Financial Incentives and Professionals’ Work Tasks: The Moderating Effects of Jurisdictional Dominance and Prominence," Organization Science, INFORMS, vol. 31(4), pages 887-908, July.
    3. Ruthanne Huising & Susan S. Silbey, 2021. "Accountability infrastructures: Pragmatic compliance inside organizations," Regulation & Governance, John Wiley & Sons, vol. 15(S1), pages 40-62, November.
    4. Shi, Yuwei & Herniman, John, 2023. "The role of expectation in innovation evolution: Exploring hype cycles," Technovation, Elsevier, vol. 119(C).
    5. Ruthanne Huising, 2019. "Moving off the Map: How Knowledge of Organizational Operations Empowers and Alienates," Organization Science, INFORMS, vol. 30(5), pages 1054-1075, September.
    6. Giada Baldessarelli & Nathalie Lazaric & Michele Pezzoni, 2022. "Organizational routines: Evolution in the research landscape of two core communities," Journal of Evolutionary Economics, Springer, vol. 32(4), pages 1119-1154, September.
    7. Yuan Ma & Qiang Zhang & Qiyue Yin, 2019. "Influence of Environmental Management on Green Process Innovation: Comparison of Multiple Mediating Effects Based on Routine Replication," IJERPH, MDPI, vol. 16(22), pages 1-13, November.
    8. Li, Yu & Wang, Ran & Wang, Tiexun & Wang, Junhe, 2022. "Exploring the relationship between network routines and innovation ecosystem performance in China: The moderating effect of transaction dependence," Technological Forecasting and Social Change, Elsevier, vol. 178(C).
    9. Samuel C MacAulay & John Steen & Tim Kastelle, 2020. "The search environment is not (always) benign: reassessing the risks of organizational search," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 29(1), pages 1-23.

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