Index

Citation (2019), "Index", Feldman, M.S., D’Aderio, L., Dittrich, K. and Jarzabkowski, P. (Ed.) Routine Dynamics in Action: Replication and Transformation (Research in the Sociology of Organizations, Vol. 61), Emerald Publishing Limited, Bingley, pp. 215-222. https://doi.org/10.1108/S0733-558X20190000061011 Publisher: Emerald Publishing Limited Copyright © 2019 Emerald Publishing Limited INDEX Acceptability, 23 Accounting, 64–65, 68 Actions, 4–6, 82–84 Actors, 26–27 in EuroCo and AsiaCo, 48 multiple points of view of, 154–155 organizational, 159–160 Adaptation, 37, 47–48 of routines, 32–33 Advisory system, 46 Agencement, 36, 48 Agile development routine, 37 Alignment pattern, 58 Archival data, 130 Arrival (service episode), 84 Artifacts, 91, 174 ecology of space, 176 representations of sub-routines, 24–25 robotics surgery in hospitals, 175–176 technological, 174–175, 186 Artistic intent, 12 Artistic team, 17 AsiaCo, 32, 37–39 coordinators in, 42, 44–45, 48 flexible routine transfer, 43 organizational forms of, 40 “Aufbruch 94”, 132, 139–141 Automaticity, 192–193 Aventis, 125, 130, 145 Ballet combination of sub-routines, 22–23 deconstruction into occupational sub-routines, 19–20 Kaguyahime, 12, 17 production, 15 remounting, 12, 18–19 replication and context adaptation, 20–22 Bariatric robotic surgery, 7 BASF, 145 Bayer, 145 Beverages, 86 Blending expertise, 200–201, 204 Blockbuster model in Pharma, 144–145 Boundaries, 87 and granularity, 93–95 and interfaces, 95–96 and patterning, 92–93 performing, 87–88 of routines, 80–81 theorizing, 88–89 Bounded social settings, 176 Business strategies, 138 Canadian anti-human trafficking conferences, 105 Chief executive officer (CEO), 130 Choreographers, 12, 17–18, 20–22 Coding system, 160 Coercing, 106–107 Cognitive consensus, 27 Communication, 175 Company builder”, 56–57, 59–60 Compliance, 68, 72 routine, 61–62, 66 Conceptualized organizational routines, 2 Conflict, 206–208 conflicting perspectives, 166 Consensus, 205–206 cognitive, 27 Contextual constraints, 33 Continuous innovation, room for, 69 creation of prototyping routine, 70 replicating prototyping routine in Ven12, 70–73 Coordinating actors, 3 Coordinating mechanisms, 176–177 Coordinators, 33, 50 in AsiaCo and EuroCo, 42, 44–45, 48 reformulation, 48 role in responding and shaping performative struggles, 36–37 Corporate corporate-wide hiring routine, 158 HRM policy change, 154 strategy, 138 “Creating context” phrase, 83 CT scanner technology, 102 “CTO in residence”, 69, 71 Culture, 23 Customer validation interviews, 72 sub-routine, 67 Customization, 195 Data collection process, 169 Deal making at periphery of corporation, 144 Debriefing deliberate reflective space with, 183–184 phase, 186 Deceit, 103, 118 Deceitful actors, 101 Delta 139 flight (DL 139 flight), 84–85, 90–91 passenger service on, 85 Delta Airlines, 84 Design sprint workshop, 71 Designer, 69 Developer, 69 Direct observation of sex workers and pimps, 105 Disadvantaged workers, 155, 159–160 Distancing routine (R01), 134–135, 137 Diverse organization, 159 Dutch Cleaners, 155–156, 158–159 action patterns identified at, 172 data sources, 160 senior management, 159 Dutch employee insurance agency, 161–162 Dyadic routine, 106 Dynamic of sub-routines replication, 25 “Ecology of space”, 174, 176 Embodying routines, 33, 47 Empirical data gathering, 175 Empirical studies, 102 Employees, lower-level, 157 Enacting blending expertise to overcome jurisdictional conflict, 204 holistic approach to resident care, 204–205 transforming autonomous professional work, 206–208 validation and consensus, 205–206 Enacting routines, 33 in practice, 46–47 Enacting selective expertise to overcome jurisdictional conflict, 202 selecting best treatment plan, 203–204 selecting information for referral, 202–203 selecting information to understand patient case, 203 “Engineering freeze” process, 196 Entrapment phases, 106 Entrepreneurial agility, 134–138 in corporate contexts, 124 data analysis, 132–134 data collection, 130–132 executive management for, 125 key events and initiatives, 133 managerial enactment of strategizing routines, 126–127 mapping deal-making, 129 methodological approach, 128–134 research context, 128 routine dynamics and strategizing routines, 126 strategic moves, 143–145 strategizing routines, managerial enactment, and, 127–128 unit of analysis, 130 Entrepreneurship, 56–57, 59 ERP system, 157 Ethnography, 102 observation context, 175 procedures, 37 study, 176–177 EuroCo, 32, 37–39 coordinators in, 42, 48, 50 flexible routine transfer, 43 manager, 44–45 organizational forms of, 40 Evaluating routine (R02), 134–135, 137 Executive management, 124, 130 enactment of strategizing routines, 127 for entrepreneurial agility, 125 settings for executive management’s routine enactment, 136 Experimental spaces, 175, 185–186 Experimenting routine (R03), 134–135, 138 Exploratory interviews, 71 Eye shades, 85–86 First person accounts by trafficked women and pimps, 105 First service (service episode), 84–85 First-hand accounts, 105–106 Formal project agreement, 39 Franchising businesses, 58 Freezing key screens and sub screen development, 72 Fundraising, 64, 68 Gap analysis, 42 Gastric bypass surgical team, 174 General medical practitioner (GP), 193, 202 Generativity of actions, 6 Geriatric medicine, 198 Geriatrician, 205 German Hoechst Corporation, 125, 128 Granularity, 93–95 Green field organization, 157 Grooming, 106–107 being friends allowed pimp to introducing actions, 109 Hard coercing, 107 being boyfriend pimp/willing sex worker, 111–115 Headsets, 85–86 Health professionals, 207–208 Healthcare, 193 “High Chem”, 137 Hiring, 71 disadvantaged workers, 167–168 routine, 161 Hoechst’s strategy, 125, 138, 145 Holistic approach to resident care, 204–205 Hospitals, robotics surgery in, 175–176 Hot towels, 85–86 HRM HR/recruiting, 68 implementation process, 168–169 managers, 164 policy, 154 professionals, 159, 161–163 Human trafficking, 104 Improvement pattern, 58 Inclusive organization, 159 Individual businesses, 138 Inductive approach, 15, 199 Information communication technologies (ICTs), 192, 198 Infrastructure, 64–68, 74 Innovation, 2, 24, 56 despite–;or–;based upon replication, 59–60 in early stage, 67 for replication, 27 response, 22 Inter-organizational routine transfer, 32 Interdependency, 3–4, 22, 26, 79, 206–208 within and between routines, 79–80, 82–83, 90–91, 94 behavioral definitions, 82 bird’s eye view, 81 boundaries, 87–89 performative perspective on, 81–83 routine work, 207–208 traditional conceptions, 80 trans-Atlantic passenger service, 83–87 Interfaces, 95–96 Intermediaries, 56 Interprofessional routine work, 194 Interviewees, 131–132 Interviews, 64 Invision, 72 Jurisdictional conflict, 192 enacting blending expertise to overcome, 204–206 enacting selective expertise to overcome, 202–204 over resident care, 201–202 Jurisdictional disagreements, 209–210 Kaguyahime ballet, 17–18 remounting of, 12–13, 16 Key screens freezing, 72 high-level, 71–72 Knowledge, 175 transfer, 13 KP artistic team, 19–23, 25–26 Laparoscopy surgery, 177–178 Laparoscopy surgery, 177–178, 183 Learning Lab Denmark (Rerup and Feldman), 157 Les Grands Ballets Canadiens de Montréal (LGBCM), 12, 15–17, 19–20 “Life Sciences” model, 137, 145 Line managers, 161, 163–164 Managerial enactment of strategizing routines, 125–128 setting S01_editing and referencing policy paper, 139–141 setting S02_installing dedicated business assessment “task force”, 141–143 in specific settings, 138–143 Managing Directors (MD), 70 Market research, 71 Marketing and sales, 68 Materiality, 23 Meals distribution in flight, 86 Menus in flight, 84–86 Meta-routine, 22–23, 27 as routine of transfer, 18–19 Micro-innovations, 21 Micro-level analysis, 24 Middle-level managers, 161, 165 Mini-invasive surgery, 175 Multiple points of view, 6 of actors, 154–155 in creation of routines, 155, 158 Multiple professionals’ expertise, 208 Multiple regional business units, 158 New hiring routine, 161 conflicting perspectives, 166 HRM professionals’ perspective, 161–163 line manager’s perspective, 163–164 middle-level manager’s perspective, 165 Non-envisioned routine creation action patterns identified at Dutch Cleaners, 172 data collection and analysis, 159–160 emergence of new hiring routine, 161–166 findings, 160 hiring disadvantaged workers, 167 limitations and future research, 169 methods, 158 multiple points of view in creation of routines, 158 organizational members, 168 theoretical background, 156–158 Non-invasive technology, 102 Non-negotiable quality standards, 42 Non-robotic surgery, 183 Non-verbal communication, 182 exchanges, 175 interaction, 180 Novelspeed, 60–61, 63, 67 coworking space, 66 senior product manager, 69 ventures, 62, 68 Novelty generation, 4–6 NVivo 11 software, 16 Occupational subculture, 22 OilCo, 35 Ontological security, 181 Organization(al), 34–35, 154 actors, 159–160 “black box”, 174 design as practice, 96 interpretive schemata, 26 members, 168 Organizational routines, 1, 56, 154–156, 168–169, 174 creation and recreation of, 156–158 Ostensive aspect of routines, 14, 194 Ostensive level of routines, 175–176, 185 Ostensive patterns, 58–59 Participants contributions, 167–168 in routines, 89, 156 Participation Scale, 159 Patterning, 4, 92–93 Performative struggles, 48 coordinators role in responding and shaping, 36–37 initial conditions and, 39–42 responses to, 42–47 and tension during experimentation, 181–183 Performative/performativity, 82, 194 aspect of routines, 14 level, 175–176 perspective on interdependence, 81–83 Perimeter Regional Police, 104 Personal expertise, 195 Photoshop, 72 Pimps, 104, 107 Playbook, 71 Policymakers’ approach, 167 Practice theory, 2 Practice-based understanding of routines, 192–193 Practitioners, 178, 185–186 Pre-arrival (service episode), 84 Primary surgeon, 180 Process approach, 106 Product concept, 65, 69 Product manager, 69 Professional expertise, 193, 195–197 Professional expertise in routine dynamics, 194–195 Professional practice, 197 Professional service environments, 192 Prototype, 69 Prototyping routine, (see also Strategizing routines), 61, 64, 67, 69 creation, 70 replicating prototyping routine in Ven12, 70–73 Quality control system, 32, 39–40 Quality management system, 157 Radical strategic moves transforming corporate strategy, 144–145 Re-assembling routine (R04), 134–135, 137–138 Recognizability of routines, 89 Recruitment, 162 routine, 62, 64, 106–107 and selection tasks, 164 “Reflective space”, 7, 176, 181 “Relational bridge”, 7 Relational expertise, 193, 206–208 Remounting of ballet, 18–19 Repetitiveness of routines, 89 Replicatee, 25 representatives of replicatee community, 17–18 Replication, 56 coding scheme, 65 and context adaptation, 20–22 data analysis, 63–66 data collection, 62–63 dilemma, 13–14 dynamics in routine replication, 58–59 findings, 66–73 innovation, 59–60, 67 of intent, 15 phenomena, 12 by principles, 14–15 research context and methods, 60–66 room for continuous innovation, 69–73 routine dynamics theorization of, 2–3 of routines, 56–60 strategy, 12 by template, 14 theory, 50 unit of analysis, 61–62 whole venture building process, 66–67 Replicator, 25, 56 representatives of replicator community, 17–18 Research on Canadian sex trafficking, 105 Residential aged care facilities (RACFs), 193, 197 River City Police, 104 Robotic surgery, 174–176 bariatric surgeries, 176–177 Robotic technology/system, 7, 177 new interactions with, 178–180 Roles behavior, 102, 117 in film projects, 101–102 negotiations, 102 transitions, 108 Romeo pimps, 100 being boyfriend pimp/willing sex worker, 111–115 being boyfriend/girlfriend allowed pimp to introducing actions of soft coercing, 109–111 being friends allowed pimp to introducing actions of grooming, 109 data analysis, 106–108 data collection, 104–106 data sources, 105 deceit, 103 engaging with strangers to initiating actions of recruiting, 108–109 findings, 108–115 methods, 103–108 research context, 104 roles and routines, 101–102 routine, 100, 117 theoretical background, 101–103 Routine dynamics, 1–2, 7–8, 34, 80, 90, 92, 95, 100, 116, 126, 154, 156, 158, 193–194, 208 action and generation of novelty, 4–6 creation and recreation of organizational routines, 156–158 and emergent patterns of action, 156 interdependence, 3–4 replication and transfer, 2–3 research program, 124 technology and sociomateriality, 6–7 understanding professional expertise in, 194–195 Routine transfer, 13 dynamics, 37 flexible, 43, 50 Routine(s), 32, 34, 56, 101–102, 154–155, 174 boundaries, 80–81 creation, 57–60 data analysis, 177 debriefing phase, 186 deliberate reflective space with debriefings, 183–184 embeddedness, 13 emergence, 107–108, 118 experimental spaces, 185 experimenting with artifacts, 175–176 interdependence within and between, 79–80, 82–83, 90–91, 94 methodology, 176–177 new interactions with robotic system, 178–180 participants, 89, 156 performances, 88–89 performative struggle and tension during experimentation, 181–183 replication, 24, 57–60 scholars, 192–193 team work in traditional laparoscopy surgery, 177–178 technological artifacts, 184 as truces, 195–196 wider network, 87 Routines transfer theories artifactual representations of sub-routines, 24–25 data coding and analysis, 16–17 dialogical relationship between replicator and replicatee, 25–26 findings, 18 literature review, 13–15 materiality and culture, 23 methodological approach, 15 presentation of work field, 17–18 remounting of ballet, 18–23 remounting of Kaguyahime, 12–13 research on routines replication, 24 research process, 15–16 Screen development sub-routine, 67 Selective expertise, 200–201 Semi-structured interviews, 63, 105, 130, 132 Serial entrepreneurship, 56, 66, 73 Settling in (service episode), 84 Sex trafficking in Canada, 104 “SGL Carbon”, 144 Situational agencement, 36 Six Sigma, 36 Snowballing techniques, 155, 160 Socio-materiality, 14 Sociomateriality, 6–7 Soft coercing, 107 being boyfriend/girlfriend allowed pimp to introducing actions, 109–111 Stakeholders, 48 Standard operating procedures (SOPs), 41 Standardization, 195 Strategizing routines, (see also Prototyping routine), 124, 130, 134–138 corporation, 130 managerial enactment, 125–128, 138–143 Strategy business, 138 corporate, 138 Hoechst’s, 125, 138, 145 replication, 12 research, 124 strategy-as-practice research program, 125–126, 146–147 Task accomplishment, relational turn in, 195–197 Task force, 141–143 Team work in traditional laparoscopy surgery, 177–178 Tech, 71 Technological artifacts, 174–175, 186 Technology, 6–7 non-invasive, 102 robotic, 7 technology-mediated work, 207–208 Technology-mediated service settings conceptual background, 194 data collection and analysis, 198–200 enacting blending expertise to overcome jurisdictional conflict, 204–206 enacting selective expertise to overcome jurisdictional conflict, 202–204 expertise, 195–197 findings, 201 jurisdictional conflict over resident care, 201–202 research context, 197–198 understanding professional expertise in routine dynamics, 194–195 Telehealth, 7, 198 routines, 202 Template logic, 36 ThreadNet, 93–94 Traffickers, 104 Trans-Atlantic passenger service, 83 beverages, 86 on Delta 139, 85 distribution and collection, 86–87 headsets, eye shades, menus, and hot towels, 85–86 meals distribution, 86 menu card for trans-Atlantic flight, 84 wider network of routines, 87 Transcribed interviews, 16 Transfer, (see also Routines transfer theories), 14 routine dynamics theorization of, 2–3 transfer-as-adaptation, 35–36, 43, 47, 50 transfer-as-replication, 32, 35, 47 Transferring routines, 47 case and method, 37 case of EuroCo and AsiaCo, 47–48, 50–51 coordinators role in responding and shaping performative struggles, 36–37 data collection and analysis, 37–38 findings, 38 initial conditions and performative struggles, 39–42 literature, 34 across multiple boundaries, 32–33 multiple dimensions, 49 performative struggles and responses during transferring, 34–36 responses to performative struggles, 42–47 simplifies model of flexible routine transfer, 50 Transforming autonomous professional work, 206–208 Trash collection, 87 Trial and error processes, 155, 158 “Truce”, 195–196 Unburdening mechanism, 57, 67 Unidirectional interactions, 200 Validation, 205–206 Ven01, 61, 67, 69–70, 72 Ven12, replicating prototyping routine in, 70–73 Verbal communication, 182 Videoconferencing system, 198 Visual data structure, 38 Whole venture building process, 66–67 Wireframes, 71–72 Woman role sets, 107 Book Chapters Prelims Introduction: Routine Dynamics in Action Chapter 1 Remounting a Ballet in a Different Context: A Complementary Understanding of Routines Transfer Theories Chapter 2 Transferring Routines Across Multiple Boundaries: A Flexible Approach Chapter 3 Copying Routines for New Venture Creation: How Replication Can Support Entrepreneurial Innovation Chapter 4 Interdependence Within and Between Routines: A Performative Perspective Chapter 5 The Dark Side of Routine Dynamics: Deceit and the Work of Romeo Pimps Chapter 6 Making New Strategic Moves Possible: How Executive Management Enacts Strategizing Routines to Strengthen Entrepreneurial Agility Chapter 7 The Role of Multiple Points of View in Non-envisioned Routine Creation: Taking Initiative, Creating Connections, and Coping with Misalignments Chapter 8 Learning a New Ecology of Space and Looking for New Routines: Experimenting Robotics in a Surgical Team Chapter 9 Enacting Relational Expertise to Change Professional Routines in Technology-mediated Service Settings Index

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