Feldman, M. S. (2000). Organizational routines as a source of continuous change. Organization science, 11(6), 611-629.

In this paper I claim that organizational routines have a great potential for change even though they are often perceived, even defined, as unchanging. I present deions of routines that change as participants respond to outcomes of previous iterations of a routine. Based on the changes in these routines I propose a performative model of organizational routines. This model suggests that there is an internal dynamic to routines that can promote continuous change. The internal dynamic is based on the inclusion of routine participants as agents. When we do not separate the people who are doing the routines from the routine, we can see routines as a richer phenomenon. Change occurs as a result of participants’ reflections on and reactions to various outcomes of previous iterations of the routine. This perspective introduces agency into the notion of routine. Agency is important for understanding the role of organizational routines in learning and in processes of institutionalization.

 

 

Feldman, M. S. (2000). Organizational routines as a source of continuous change. Organization science, 11(6), 611-629.

https://doi.org/10.1287/orsc.11.6.611.12529