Organisational inertia and the dynamics of multiple organisational routines
Gespeichert in:
| Autor*in: |
Ozawa, Kazuhiko [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2023 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Knowledge management research & practice - London [u.a.] : Taylor & Francis, 2003, 21(2023), 3, Seite 667-676 |
|---|---|
| Übergeordnetes Werk: |
volume:21 ; year:2023 ; number:3 ; pages:667-676 |
| Links: |
|---|
| DOI / URN: |
10.1080/14778238.2021.1983481 |
|---|
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| 982 | |2 26 |1 00 |x DE-206 |b Studies on routine dynamics have argued that as organisational routines are not static and can change endogenously, routines are a source of organisational flexibility and not inertia. However, most studies have taken only single routines as the unit of analysis. This study extends this stream of research by examining multiple routines; drawing on insights from different streams of research, this study furthers our knowledge of multiple-routine dynamics. The aim is to examine whether multiple organisational routines that change endogenously lead to organisational inertia. It argues that even if we take the perspective of routine dynamics research that single routines can change endogenously, multiple routines can be a source of organisational inertia and, thus, impede organisational adaptation, which was overlooked in prior studies. Endogenous change makes routines sub-optimal over time, which increases coordination costs among multiple routines, leading to organisational inertia. The study explores the potential downside of multiple routine dynamics. | ||
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10.1080/14778238.2021.1983481 doi (DE-627)1847410901 (DE-599)KXP1847410901 DE-627 ger DE-627 rda eng Ozawa, Kazuhiko verfasserin aut Organisational inertia and the dynamics of multiple organisational routines Kazuhiko Ozawa 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Organisational change (dpeaa)DE-206 organisational inertia (dpeaa)DE-206 organisational routines (dpeaa)DE-206 routine dynamics (dpeaa)DE-206 Enthalten in Knowledge management research & practice London [u.a.] : Taylor & Francis, 2003 21(2023), 3, Seite 667-676 Online-Ressource (DE-627)367392054 (DE-600)2115866-6 (DE-576)109403401 1477-8246 nnns volume:21 year:2023 number:3 pages:667-676 https://www.tandfonline.com/doi/pdf/10.1080/14778238.2021.1983481 Verlag lizenzpflichtig https://doi.org/10.1080/14778238.2021.1983481 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_31 GBV_ILN_63 GBV_ILN_70 GBV_ILN_100 GBV_ILN_101 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2190 GBV_ILN_2336 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4126 GBV_ILN_4313 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4393 GBV_ILN_4700 21 2023 3 667-676 AR 21 2023 3 667-676 26 01 0206 4329378167 x1z 05-06-23 26 00 DE-206 Studies on routine dynamics have argued that as organisational routines are not static and can change endogenously, routines are a source of organisational flexibility and not inertia. However, most studies have taken only single routines as the unit of analysis. This study extends this stream of research by examining multiple routines; drawing on insights from different streams of research, this study furthers our knowledge of multiple-routine dynamics. The aim is to examine whether multiple organisational routines that change endogenously lead to organisational inertia. It argues that even if we take the perspective of routine dynamics research that single routines can change endogenously, multiple routines can be a source of organisational inertia and, thus, impede organisational adaptation, which was overlooked in prior studies. Endogenous change makes routines sub-optimal over time, which increases coordination costs among multiple routines, leading to organisational inertia. The study explores the potential downside of multiple routine dynamics. |
| spelling |
10.1080/14778238.2021.1983481 doi (DE-627)1847410901 (DE-599)KXP1847410901 DE-627 ger DE-627 rda eng Ozawa, Kazuhiko verfasserin aut Organisational inertia and the dynamics of multiple organisational routines Kazuhiko Ozawa 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Organisational change (dpeaa)DE-206 organisational inertia (dpeaa)DE-206 organisational routines (dpeaa)DE-206 routine dynamics (dpeaa)DE-206 Enthalten in Knowledge management research & practice London [u.a.] : Taylor & Francis, 2003 21(2023), 3, Seite 667-676 Online-Ressource (DE-627)367392054 (DE-600)2115866-6 (DE-576)109403401 1477-8246 nnns volume:21 year:2023 number:3 pages:667-676 https://www.tandfonline.com/doi/pdf/10.1080/14778238.2021.1983481 Verlag lizenzpflichtig https://doi.org/10.1080/14778238.2021.1983481 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_31 GBV_ILN_63 GBV_ILN_70 GBV_ILN_100 GBV_ILN_101 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2190 GBV_ILN_2336 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4126 GBV_ILN_4313 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4393 GBV_ILN_4700 21 2023 3 667-676 AR 21 2023 3 667-676 26 01 0206 4329378167 x1z 05-06-23 26 00 DE-206 Studies on routine dynamics have argued that as organisational routines are not static and can change endogenously, routines are a source of organisational flexibility and not inertia. However, most studies have taken only single routines as the unit of analysis. This study extends this stream of research by examining multiple routines; drawing on insights from different streams of research, this study furthers our knowledge of multiple-routine dynamics. The aim is to examine whether multiple organisational routines that change endogenously lead to organisational inertia. It argues that even if we take the perspective of routine dynamics research that single routines can change endogenously, multiple routines can be a source of organisational inertia and, thus, impede organisational adaptation, which was overlooked in prior studies. Endogenous change makes routines sub-optimal over time, which increases coordination costs among multiple routines, leading to organisational inertia. The study explores the potential downside of multiple routine dynamics. |
| allfields_unstemmed |
10.1080/14778238.2021.1983481 doi (DE-627)1847410901 (DE-599)KXP1847410901 DE-627 ger DE-627 rda eng Ozawa, Kazuhiko verfasserin aut Organisational inertia and the dynamics of multiple organisational routines Kazuhiko Ozawa 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Organisational change (dpeaa)DE-206 organisational inertia (dpeaa)DE-206 organisational routines (dpeaa)DE-206 routine dynamics (dpeaa)DE-206 Enthalten in Knowledge management research & practice London [u.a.] : Taylor & Francis, 2003 21(2023), 3, Seite 667-676 Online-Ressource (DE-627)367392054 (DE-600)2115866-6 (DE-576)109403401 1477-8246 nnns volume:21 year:2023 number:3 pages:667-676 https://www.tandfonline.com/doi/pdf/10.1080/14778238.2021.1983481 Verlag lizenzpflichtig https://doi.org/10.1080/14778238.2021.1983481 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_31 GBV_ILN_63 GBV_ILN_70 GBV_ILN_100 GBV_ILN_101 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2190 GBV_ILN_2336 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4126 GBV_ILN_4313 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4393 GBV_ILN_4700 21 2023 3 667-676 AR 21 2023 3 667-676 26 01 0206 4329378167 x1z 05-06-23 26 00 DE-206 Studies on routine dynamics have argued that as organisational routines are not static and can change endogenously, routines are a source of organisational flexibility and not inertia. However, most studies have taken only single routines as the unit of analysis. This study extends this stream of research by examining multiple routines; drawing on insights from different streams of research, this study furthers our knowledge of multiple-routine dynamics. The aim is to examine whether multiple organisational routines that change endogenously lead to organisational inertia. It argues that even if we take the perspective of routine dynamics research that single routines can change endogenously, multiple routines can be a source of organisational inertia and, thus, impede organisational adaptation, which was overlooked in prior studies. Endogenous change makes routines sub-optimal over time, which increases coordination costs among multiple routines, leading to organisational inertia. The study explores the potential downside of multiple routine dynamics. |
| allfieldsGer |
10.1080/14778238.2021.1983481 doi (DE-627)1847410901 (DE-599)KXP1847410901 DE-627 ger DE-627 rda eng Ozawa, Kazuhiko verfasserin aut Organisational inertia and the dynamics of multiple organisational routines Kazuhiko Ozawa 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Organisational change (dpeaa)DE-206 organisational inertia (dpeaa)DE-206 organisational routines (dpeaa)DE-206 routine dynamics (dpeaa)DE-206 Enthalten in Knowledge management research & practice London [u.a.] : Taylor & Francis, 2003 21(2023), 3, Seite 667-676 Online-Ressource (DE-627)367392054 (DE-600)2115866-6 (DE-576)109403401 1477-8246 nnns volume:21 year:2023 number:3 pages:667-676 https://www.tandfonline.com/doi/pdf/10.1080/14778238.2021.1983481 Verlag lizenzpflichtig https://doi.org/10.1080/14778238.2021.1983481 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_31 GBV_ILN_63 GBV_ILN_70 GBV_ILN_100 GBV_ILN_101 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2190 GBV_ILN_2336 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4126 GBV_ILN_4313 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4393 GBV_ILN_4700 21 2023 3 667-676 AR 21 2023 3 667-676 26 01 0206 4329378167 x1z 05-06-23 26 00 DE-206 Studies on routine dynamics have argued that as organisational routines are not static and can change endogenously, routines are a source of organisational flexibility and not inertia. However, most studies have taken only single routines as the unit of analysis. This study extends this stream of research by examining multiple routines; drawing on insights from different streams of research, this study furthers our knowledge of multiple-routine dynamics. The aim is to examine whether multiple organisational routines that change endogenously lead to organisational inertia. It argues that even if we take the perspective of routine dynamics research that single routines can change endogenously, multiple routines can be a source of organisational inertia and, thus, impede organisational adaptation, which was overlooked in prior studies. Endogenous change makes routines sub-optimal over time, which increases coordination costs among multiple routines, leading to organisational inertia. The study explores the potential downside of multiple routine dynamics. |
| allfieldsSound |
10.1080/14778238.2021.1983481 doi (DE-627)1847410901 (DE-599)KXP1847410901 DE-627 ger DE-627 rda eng Ozawa, Kazuhiko verfasserin aut Organisational inertia and the dynamics of multiple organisational routines Kazuhiko Ozawa 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Organisational change (dpeaa)DE-206 organisational inertia (dpeaa)DE-206 organisational routines (dpeaa)DE-206 routine dynamics (dpeaa)DE-206 Enthalten in Knowledge management research & practice London [u.a.] : Taylor & Francis, 2003 21(2023), 3, Seite 667-676 Online-Ressource (DE-627)367392054 (DE-600)2115866-6 (DE-576)109403401 1477-8246 nnns volume:21 year:2023 number:3 pages:667-676 https://www.tandfonline.com/doi/pdf/10.1080/14778238.2021.1983481 Verlag lizenzpflichtig https://doi.org/10.1080/14778238.2021.1983481 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_31 GBV_ILN_63 GBV_ILN_70 GBV_ILN_100 GBV_ILN_101 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2190 GBV_ILN_2336 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4126 GBV_ILN_4313 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4393 GBV_ILN_4700 21 2023 3 667-676 AR 21 2023 3 667-676 26 01 0206 4329378167 x1z 05-06-23 26 00 DE-206 Studies on routine dynamics have argued that as organisational routines are not static and can change endogenously, routines are a source of organisational flexibility and not inertia. However, most studies have taken only single routines as the unit of analysis. This study extends this stream of research by examining multiple routines; drawing on insights from different streams of research, this study furthers our knowledge of multiple-routine dynamics. The aim is to examine whether multiple organisational routines that change endogenously lead to organisational inertia. It argues that even if we take the perspective of routine dynamics research that single routines can change endogenously, multiple routines can be a source of organisational inertia and, thus, impede organisational adaptation, which was overlooked in prior studies. Endogenous change makes routines sub-optimal over time, which increases coordination costs among multiple routines, leading to organisational inertia. The study explores the potential downside of multiple routine dynamics. |
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