2002/05/01 by Martha S. Feldman, Anat Rafaeli · 41 citations
Business, Management and Accounting · Decision Sciences · Psychology · #Adaptability #Balance (ability) #Business #Complex Systems and Decision Making #Computer science #Knowledge management #Management #Management and Organizational Studies #Organization development #Organizational change #Organizational learning #Organizational performance #Organizational structure #Organizational studies #Outcome (game theory) #Political science #Psychology #Public relations
paper · open access · doi:10.1111/1467-6486.00294
published in Journal of Management Studies 39(3), 309-331 (Wiley)
openalex publication_date 2002/05/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/15
Organizational routines are increasingly identified as an aspect of organizations that allows them to achieve the balance between adaptability and stability. We contribute to this discussion by showing that the connections that organizational routines make between people contribute to both stability and the ability to adapt. We argue that the connections between people that are formed as they engage together in organizational routines are important for developing understandings about both what needs to be done in a specific instance of performing a routine and about the goals of the organization that routines presumably help accomplish. Together the two sets of understandings influence organizational performance by affecting the ability of organizations to adapt to changing circumstances. These arguments lead to a general recognition of the importance to organizations of connections and the suggestion that the connections, themselves, may be an important outcome of organizational routines.