Summary
Contents
Subject index
"Barry and Hansen have gathered an impressive array of contributors to speculate where the management and organization field might be headed. The Handbook offers refreshing and proactive insights that confront our assumptions about organizations and challenge us to expand our thinking and inquiry. It it must reading for anyone who seeks to understand how we look at, live in, and act on organizations."—Thomas G. Cummings, Marshall School of Business, University of Southern CaliforniaTen years ago critical theory and postmodernism were considered new and emerging theories in Business and Management. What will be the next new important theories to shape the field? In one edited volume, David Barry and Hans Hansen have commissioned new chapters that will allow readers to stay one step ahead of the latest thinking. Contributors draw on research and practice to introduce ideas that are considered 'fringe' and controversial today, but may be key theoretical contributions tomorrow. Each chapter sets these ideas in their historical context, lays out the key theoretical positions taken by each new approach and makes it clear why these approaches are different to more mainstream concepts. Throughout contributors refer to existing studies that show how these developing themes will change the Business and Management arena.Researchers, teachers and advanced students who are interested in the future of Business and Management scholarship will want to read this Handbook.
Routine Dynamics1
Routine Dynamics1
Recently there has been increased interest in organizational routines and particularly how organizational routines relate to organizational change and stability.2 Two emerging perspectives relate organizational routines and organizational change. We refer to these as routine dynamics and dynamic capabilities respectively. We explore the routine dynamics perspective in this chapter. From this perspective it is important to open the black box of organizational routines and reconceptualize them as being made of interacting parts or aspects (Feldman and Pentland, 2003; Pentland and Feldman, 2005; Levinthal and Rerup, 2006). By contrast, the dynamic capabilities perspective leaves the black box intact and focuses on the routine as a whole (Eisenhart and Martin, 2000; Zollo and Winter, 2002). Each of these emerging perspectives allows us to answer ...
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