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Chapter 29 - Routine Dynamics and Management Practice

from Part III - Themes in Routine Dynamics Research

Published online by Cambridge University Press:  11 December 2021

By
Simon Grand
Edited by
Martha S. Feldman ,
Brian T. Pentland ,
Luciana D'Adderio ,
Katharina Dittrich ,
Claus Rerup  and
David Seidl
Martha S. Feldman
Affiliation:
University of California, Irvine
Brian T. Pentland
Affiliation:
Michigan State University
Luciana D'Adderio
Affiliation:
University of Edinburgh
Katharina Dittrich
Affiliation:
University of Warwick
Claus Rerup
Affiliation:
Frankfurt School of Finance and Management
David Seidl
Affiliation:
University of Zurich
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Summary

This Chapter discusses the potential and relevance of a practice perspective on management that sees routines and the dynamics of routines as an essential focus of managerial engagement. The Routine Dynamics research program has opened the door for this view on management, to understand how management shapes stability and change in organizations. The Chapter presents studies on the role of management in enacting routine performance, in reflecting routine dynamics, and in mobilizing specific settings to creating and changing routines. Furthermore, the study of management routines, essential for stability and change in managerial engagement itself, has recently gained attention, in the context of the Strategy-as-Practice research program. We explore the current state and identify promising opportunities for future research

Keywords

Routinesroutine dynamicsmanagementmanagement practicemanagement routinesmanagerial engagementpractice perspectivestrategy-as-practice
Type
Chapter
Information
Cambridge Handbook of Routine Dynamics , pp. 397 - 406
Publisher: Cambridge University Press
Print publication year: 2021

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