Organizational Routines

• Introduction: Advancing a Process Perspective on Routines by Zooming Out and Zooming In


• Part I: Theme Specific Chapters


• Section A: Theorizing Routines from a Process Perspective


• 2: Martha S. Feldman: Routines as Process: Past, Present, and Future


• 3: Barbara Simpson and Philippe Lorino: Re-viewing Routines through a Pragmatist Lens


• 4: Scott F. Turner and Eugenia Cacciatori: The Multiplicity of Habit: Implications for Routines Research


• 5: Brian T. Pentland and Eun Ju Jung: Evolutionary and Revolutionary Change in Path Dependent Patterns of Action


• Section B: Empirical Explorations of Routines from a Process Perspective


• 6: Paula Jarzabkowski, Rebecca Bednarek, and Paul Spee: The Role of Artifacts in Establishing Connectivity within Professional Routines: A Question of Entanglement


• 7: Helle Kryger Aggerholm and Birte Asmuß: When'Good' is not Good Enough: Power Dynamics and Performative Aspects of Organizational Routines


• 8: Amy C. Edmondson and Tiona Zuzul: Teaming Routines in Complex Innovation Projects


• 9: Jacky Swan, Maxine Robertson, and Sue Newell: Dynamic In-capabilities: The Paradox of Routines in the Ecology of Complex Innovation


• Part II: General Process Papers


• 10: C. Robert Mesle: Relational Power, Personhood, and Organizations

Jennifer Howard-Grenville is an associate professor of management at the University of Oregon's Lundquist College of Business. She studies processes of organizational and institutional change and has explored the role of routines, issue selling, and culture in enabling and inhibiting change. She is particularly interested in how people change their organizations in response to environmental and social demands. Her work has been published in Academy of Management Journal, Organization Science, Organization & Environment, Law & Social Inquiry, California Management Review and several other journals.

Claus Rerup is Associate Professor of Organizational Behavior at Ivey. He currently does research on organizational sensemaking, routine dynamics, and organizational learning with a particular interest in understanding how organizational and institutional change unfolds over time and boundaries. He specializes in qualitative research, combining historical and archival data with close ethnographic observations of organizational processes in real-time.

Ann Langley is Professor of Strategic Management at HEC Montréal, Canada and holder of the Canada research chair in Strategic management in pluralistic settings. Her research focuses on strategic change, inter-professional collaboration and the practice of strategy in complex organisations. She is particularly interested in process-oriented research and methodology and has published a number of papers on that topic. In 2013, she was co-guest editor with Clive Smallman, Haridimos Tsoukas and Andrew Van de Ven of a Special Research Forum of Academy of Management Journal on Process Studies of Change in Organizations and Management. She is also coeditor of the journal Strategic Organization.

Haridimos Tsoukas (www.htsoukas.com) holds the Columbia Ship Management Chair in Strategic Management at the Department of Business and Public Administration, University of Cyprus, Cyprus and is a Distinguished Research