Hostname: page-component-586b7cd67f-2plfb Total loading time: 0 Render date: 2024-11-21T21:43:00.488Z Has data issue: false hasContentIssue false
  • English
  • Français

Organizational routines and cognition: an introduction to empirical and analytical contributions

Published online by Cambridge University Press:  28 February 2011

NATHALIE LAZARIC
NATHALIE LAZARIC*
Affiliation:
University of Nice Sophia Antipolis, CNRS, GREDEG, France
*
*Email: Nathalie.Lazaric@gredeg.cnrs.fr
Get access Rights & Permissions [Opens in a new window]

Abstract:

This article introduces this special issue on routines. It offers some suggestions as to why the concept of routines is considered central in methodological considerations of capabilities and organizational evolution. The contributors to this special issue propose various analytical tools, and provide some missing pieces from the puzzle related to the prominent role of routines. Issues discussed in the papers include methodological individualism. Routines lie between the individual and the firm levels of analysis because they are enacted by individuals in a social context. It is also suggested that a multilevel research agenda provides a finer-grained analysis because organizational routines are not isolated units but are entangled among the various organizational layers.

Type
Research Article
Information
Journal of Institutional Economics , Volume 7 , Special Issue 2: Business Routines , June 2011 , pp. 147 - 156
Copyright
Copyright © The JOIE Foundation 2011

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abell, P., Felin, T., and Foss, N. J. (2008), ‘Building Micro Foundations for the Routines, Capabilities, and Performance Links’, Managerial and Decision Economics, 29: 489–502.CrossRefGoogle Scholar
Alchian, A. and Demsetz, H. (1972), ‘Production, Information Costs, and Economic Organization’, American Economic Review, 62: 777–795.Google Scholar
Anderson, E. S. (1994), Evolutionary Economics: Post-Schumpeterian Contributions, London: Pinter.Google Scholar
Becker, M., Knudsen, T., and March, J. G. (2006), ‘Schumpeter, Winter, and the Sources of Novelty’, Industrial and Corporate Change, 15 (2): 353–371.CrossRefGoogle Scholar
Becker, M. and Lazaric, N. (2003), ‘The Influence of Knowledge in the Replication of Routines’, Economie Appliquée, 16 (3):65–95.CrossRefGoogle Scholar
Becker, M. and Lazaric, N. (2009), Organizational Routines: Advancing Empirical Research, Cheltenham: Edward Elgar.CrossRefGoogle Scholar
Becker, M., Lazaric, N., Nelson, R. R., and Winter, S. G (2005), ‘Applying Routines in Analysing Organizations’, Industrial and Corporate Change, 14 (5): 775–791.CrossRefGoogle Scholar
Cohen, M. D. (2006), ‘What's Different is Routine’, Industrial and Corporate Change, 15 (2): 387–390.CrossRefGoogle Scholar
Cohen, M. D. (2007), ‘Reading Dewey: Reflections on the Study of Routine’, Organization Studies, 28 (5): 773–786.CrossRefGoogle Scholar
Cohen, M. D. and Bacdayan, P. (1994), ‘Organizational Routines are Stored as Procedural Memory: Evidence from a Laboratory Study’, Organization Science, 5 (4): 554–568.CrossRefGoogle Scholar
Cohen, M. D., Burkhart, R., Dosi, G., Egidi, M., Marengo, L., Warglien, M., and Winter, S. G. (1996), ‘Routines and Other Recurring Action Patterns of Organizations: Contemporary Research Issues’, Industrial and Corporate Change, 5 (3): 653–697.CrossRefGoogle Scholar
Coleman, J. (1990), Foundations of Social Theory, Cambridge, MA: Bellknap Press of Harvard University.Google Scholar
D'Adderio, L. (2003), ‘Configuring Software, Reconfiguring Memories: the Influence of Integrated Systems on the Reproduction of Knowledge and Routines’, Industrial and Corporate Change, 12 (2): 321–350.CrossRefGoogle Scholar
D'Adderio, L. (2008), ‘The Performativity of Routines: Theorising the Influence of Artefacts and Distributed Agencies on Routines Dynamics’, Research Policy, 37 (5): 769–789.CrossRefGoogle Scholar
D'Adderio, L. (2011), ‘Artefacts at the Centre of Routines: Performing the Material Turn in Routines Theory’, Journal of Institutional Economics, 7 (2): doi:10.1017/S174413741000024X.CrossRefGoogle Scholar
Deci, E. (2008), ‘A Self Determination Theory View of Rewards, Motivation and Organizations’, Inaugural Speech Presented at the INAPOR Conference, 15–16 February, Paris.Google Scholar
Deci, E., Koestner, R., and Ryan, R. M. (1999), ‘A Meta Analytic Review of Experiments Examining the Effects of Extrinsic Rewards on Intrinsic Motivation’, Psychological Bulletin, 125 (6): 627–668.CrossRefGoogle ScholarPubMed
Deci, E. L. and Ryan, R. M. (1985), Intrinsic Motivation and Self-Determination in Human Behavior, New York: Plenum.CrossRefGoogle Scholar
Feldman, M. and Pentland, B. T. (2003), ‘Reconceptualizing Organizational Routines as a Source of Flexibility and Change’, Administrative Science Quarterly, 48 (1): 94–118.CrossRefGoogle Scholar
Feldman, M. S. (2000), ‘Organizational Routines as a Source of Continuous Change’, Organization Science, 11 (6): 611–629.CrossRefGoogle Scholar
Felin, T. and Foss, N. J. (2005), ‘Strategic Organization: A Field in Search of Micro-Foundations’, Strategic Organization, 3: 441–455.CrossRefGoogle Scholar
Felin, T. and Foss, N. J. (2011), ‘The Endogenous Origins of Experience, Routines and Organizational Capabilities: The Poverty of Stimulus’, Journal of Institutional Economics, 7 (2): doi:10.1017/S1744137410000214.CrossRefGoogle Scholar
Giddens, A. (1982), Profiles and Critiques in Social Theory, London: Macmillan.CrossRefGoogle Scholar
Greve, H. R. (2008), ‘Organizational Routines and Performance Feedback’, in Becker, M. (ed.), Handbook of Organizational Routines, Cheltenham and London: Edward Elgar, pp. 187–205.Google Scholar
Hodgson, G. M. (2007), ‘Institutions and Individuals: Interaction and Evolution’, Organization Studies, 28 (1): 95–116.CrossRefGoogle Scholar
Hodgson, G. M. and Knudsen, T. (2011), Poverty of Stimulus and Absence of Cause: Some Questions for Felin and Foss, Journal of Institutional Economics, 7 (2): doi:10.1017/S1744137411000129.Google Scholar
Holmström, B. (1982), ‘Moral Hazard in Teams’, Bell Journal of Economics, 13: 324–340.CrossRefGoogle Scholar
Lazaric, N. (2000), ‘The Role of Routines, Rules and Habits in Collective Learning: Some Epistemological and Ontological Considerations’, European Journal of Economic and Social Systems, 14 (2): 157–172.CrossRefGoogle Scholar
Lazaric, N. (2008), ‘Routines and Routinization: An Exploration of Some Micro-Cognitive Foundations’, in Becker, M. (ed.), Handbook of Organizational Routines, Cheltenham and London: Edward Elgar, pp. 205–227.Google Scholar
Lazaric, N. and Raybaut, A. (2005), ‘Knowledge, Hierarchy and the Selection of Routines: An Interpretative Model with Group Interactions’, Journal of Evolutionary Economics, 15 (4): 393–421.Google Scholar
Leibenstein, H. (1979), ‘A Branch of Economics is Missing: Micro-Micro Theory’, Journal of Economic Literature, 17: 477–502.Google Scholar
Leibenstein, H. (1987), Inside the Firm: the Inefficiencies of Hierarchy, Cambridge, MA: Harvard University Press.CrossRefGoogle Scholar
March, J. G. and Simon, H. A. (1958), Organizations, New York: John Wiley.Google Scholar
Nelson, R. and Winter, S. (1982), An Evolutionary Theory of Economic Change, Cambridge, MA: Belknap Press of Harvard University Press.Google Scholar
Nelson, R. R. (2006), ‘Commentary on Sidney Winter's “Toward a neo-Schumpeterian Theory of the Firm”’, Industrial and Corporate Change, 15 (1): 145–149.CrossRefGoogle Scholar
Pentland, B. (2011), ‘The Foundation is Solid, if You Know Where to Look: Comment on Felin and Foss’, Journal of Institutional Economics, 7 (2): doi:10.1017/S174413741000041X.CrossRefGoogle Scholar
Pentland, B. and Feldman, M. S. (2008), ‘Issues in Empirical Field of Organizational Routines’, in Becker, M. (ed.), Handbook of Organizational Routines, Cheltenham and London: Edward Elgar, pp. 281–301.Google Scholar
Postrel, S. and Rumelt, R. P. (1992), ‘Incentives, Routines, and Self-Command’, Industrial and Corporate Change, 1 (3): 397–425.CrossRefGoogle Scholar
Rerup, C. and Feldman, M. S. (2011), ‘Routines as a Source of Change in Organizational Schema: The Role of Trial-and-Error Learning’, Academy of Management Journal, forthcoming.CrossRefGoogle Scholar
Salvato, C. and Rerup, C. (2011), ‘Beyond Collective Entities: Multilevel Research on Organizational Routines and Capabilities’, Journal of Management, 37 (2): 468–490.CrossRefGoogle Scholar
Vromen, J. (2011), ‘Routines as Multilevel Mechanisms’, Journal of Institutional Economics, 7 (2): doi:10.1017/S1744137410000160.CrossRefGoogle Scholar
Winter, S. G. (2006), ‘Toward a Neo-Schumpeterian Theory of the Firm’, Industrial and Corporate Change, 15 (1): 125–141.CrossRefGoogle Scholar
Winter, S. G. (2011), ‘Problems at the Foundation? Comments on Felin and Foss’, Journal of Institutional Economics, 7 (2): doi:10.1017/S1744137410000470.CrossRefGoogle Scholar
Witt, U. (2011), ‘Emergence and Functionality of Organizational Routines: An Individualistic Approach’, Journal of Institutional Economics, 7 (2): doi:10.1017/S1744137410000226.CrossRefGoogle Scholar
Zbaracki, M. J. and Bergen, M. (2010), ‘When Truces Collapse: A Longitudinal Study of Price Adjustment Routines’, Organization Science, 21 (5): 955–972.CrossRefGoogle Scholar