Organizational Routines as a Source of Continuous Change

May combine two claims.

Initially, job applicants had to apply to every residence hall they wanted to work in, undergo separate screening and interviews in each hall, and might receive multiple rejections or offers.

“However, at the beginning of my observations, an applicant for a job in this organization would have to submit applications to every residence hall he or she wanted to work in, would go through a separate screening and interviewing process in each hall, and may receive multiple rejections and/or offers.”

May combine two claims.

In the hiring routine, the elements themselves stayed the same, but the way they were carried out changed.

“In this case, the elements of the routine have not changed, but how they are accomplished has.”

May combine two claims.

Routine change involves more than selecting from a repertoire; the repertoire itself and the rules governing choice within it can also change.

“I also find, however, that change is more than choosing from among a repertoire of responses, and that the repertoire itself, and the rules that govern choice within a repertoire can also change.”

May combine two claims.

Building directors reported that they were paid too easily, often dealt only with the parent's secretary, and did not feel the student was held accountable for damage.

“Instead, building directors related that they were paid too easily, that they often dealt only with the parent's (usually the father's) secretary, and that they did not have the sense that the student was being held accountable in any way for behavior that resulted in the damage.”

May combine two claims.

Conflict, as well as consensus, can be an important part of routine change.

“As illustrated by one of the routines I describe, conflict as well as consensus can be an important part of the process of routine change.”

Probably not a substantial claim: may not pass S3 (load-bearing).

Building directors believed that learning to care for one's room was part of the education about transitioning from living with parents to living independently that Housing should provide.

“They felt that learning how to take care of one's room was part of the education about the transition from living with one's parents to living on one's own that Housing was supposed to provide.”

May combine two claims.

Two types of outcomes are involved in continuous change: outcomes that fall short of ideals and outcomes that present new opportunities.

“I have identified two kinds of outcomes that are implicated in continuous change: outcomes that fall short of ideals and outcomes that present new opportunities.”

Probably not a substantial claim: may not pass S3 (load-bearing).

The local newspaper announced the first year of a new process for moving 10,000 students into a dozen residence halls over a three-day weekend.

“''Smooth Move''-the local newspaper announced the first year of a new process for moving 10,000 students into a dozen residence halls over a three-day weekend.”

May combine two claims.

The new system provided good information about room damage and confronted students with the damage they had caused and the need for financial responsibility.

“This system provided good information about room damage, but more than that it confronted students with the damage that they had incurred and the fact that someone would need to take financial responsibility for the damage.”

Classified as probably not a substantial claim.

Using structuration theory and the theory of practice led to an appreciation of the relationship between action and structure through the medium of practice.

“This exercise led me to an appreciation of the relationship between action and structure through the medium of practice.”

Probably not a substantial claim: may not pass S3 (load-bearing).

The changed move-in routine went smoothly.

“This change all went very smoothly.”

May combine two claims.

Before the move-in routine changed, Housing announced three move-in days and each residence hall managed move-in independently.

“Before the change, Housing announced the three days of move-in to the students, and each of the residence halls handled the move in their own way.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Housing changed the move-in date so that move-in was virtually completed before the weekend and provided activities between move-in and the start of classes.

“Eventually, the housing division changed the move-in date so that move-in was virtually completed before the weekend began.They also provided activities for students to engage in between move-in and the beginning of classes.”

May combine two claims.

The old move-in routine resulted in angry parents and students and lingering hostility.

“The result was angry parents and students and a residue of hostility that often lingered long after everyone was moved in.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

The redesigned hiring routine used central screening and incorporated ideas developed by residence hall directors.

“An idea important to the redesigned routine was that applicants could be screened centrally.The central administrator designed a screening process that used many of the ideas that the directors of the residence halls had developed over the years.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

All participants immediately involved in the move-in change were informed of it and supported it.

“Although movein had been handled differently in the past, all those who were immediately involved were apprised of the change and supported it.”

May combine two claims.

The move-in change did not disrupt existing relations among relevant participants and was consistent with widely held notions about Housing's role.

“The change did not disrupt existing relations among the relevant participants and it was consistent with widely held notions about what Housing should be doing.”

Classified as probably not a substantial claim.

In one year, the athletic department scheduled the first home football game for the Saturday before Labor Day without Housing officials' knowledge.

“One year, however, the athletic department (unbeknownst to Housing officials) scheduled the first home game for the Saturday before Labor Day.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

The first outreach was to city officials and resulted in closed streets; the new outreach was to the athletic department.

“The first outreach was to the city officials and had resulted in closed streets.This new outreach was to the athletic department”

Probably not a substantial claim: may not pass S3 (load-bearing).

In the current year, when a traffic jam was imminent, parents cooperated to avoid a potential bottleneck.

“This year, however, when a traffic jam was imminent, parents would cooperate and avoid a potential bottleneck.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Vendors selling carpet remnants in lobbies and outside residence halls clogged entries and blocked traffic, and a refinement established an accessible vendor location that did not impede traffic.

“Vendors had, over the years, started to sell their remnants in the lobbies and just outside the residence halls.This had a tendency to clog the main entries to the halls and to block the flow of traffic into the residence halls.A further refinement on the move-in routine was to establish a place for vendors to show their wares that was accessible but did not impede traffic.”

Classified as probably not a substantial claim.

Residential Life hired approximately 350 students each year to live in residence halls and maintain a 24-hour staff presence.

“Every year, Residential Life hired approximately 350 students to live in the residence halls and maintain a 24-hour staff presence.”

May combine two claims.

The uniform outcome created a divide: central administrators saw it as an advantage, while many building directors saw it as a disadvantage.

“In fact, this outcome created a divide between the central administrators who thought that this was a great advantage of the process and many of the building directors who thought that this was a disadvantage.”

Probably not a substantial claim: may not pass S3 (load-bearing).

The vendor refinement involved considerable interaction with vendors to decide who could sell and what restrictions would apply.

“This sounds easy enough, but actually involved considerable interaction with the vendors to decide who would be allowed to sell their wares and what restrictions would be placed on their operations (Feldman and Levy 1994).”

• cites Feldman and Levy 1994Not checked yet

  Not checked in the free run.

May combine two claims.

The old move-in routine produced traffic jams and long waits despite efforts to make the process smooth.

“Despite various efforts to make the process go smoothly, there were invariably traffic jams and long waits as 10,000 students attempted to move in to a dozen residence halls.”

May combine two claims.

The move-in change produced other changes, including fewer angry parents, and none were unwelcome.

“The change produced other changes, but none that were unwelcome.For instance, there were fewer angry parents to deal with as a result of the change.”

May combine two claims.

The damage assessment routine was the simplest studied; change was related to building directors' discomfort because it placed them as fund procurers and not educators.

“The damage assessment routine is the simplest of the routines I studied.Change in this routine was related to building directors' discomfort because the routine placed them in the role of simply procuring funds and did not allow them to act as educators with respect to this one aspect of the job.”

May combine two claims.

In the second bulimia case, after the specialist system, a resident staff member contacted the eating disorder specialist, who contacted an outside expert and urged the suspected bulimic to get medical care.

“In the second bulimia case the resident staff member suspected a person of bulimia and contacted the resident staff specialist on eating disorders.The resident staff specialist contacted the outside expert who provided information about bulimia.The resident staff specialist urged the suspected bulimic to get medical care.”

May combine two claims.

The second bulimia incident was treated as the domain of the eating disorder specialist and outside experts, not as a community matter or opportunity for building community.

“In the second incident, the bulimia was treated as the domain of the eating disorder specialist within the residence hall, and the eating disorder experts outside of the residence hall.The incident was not treated as something that affected a community of residents and resident staff and, thus, was not an opportunity for building community within the residence hall.”

May combine two claims.

In the second incident, the building director did not learn of the suspected bulimia until the end of the year and was frustrated because he could not educate the community or moderate reactions.

“In the second incident the building director did not find out about the suspected bulimia until the end of the year when the resident would not move out of the hall.At this point, he found out that the resident had been having problems throughout the year and that two of his resident staff members (the one who lived near the resident and the eating disorder specialist), as well as many residents”

• AssumptionRests on an assumption: Bulimia in residence halls often produces a considerable stench and nearby residents may be upset and hostile.

May combine two claims. The quote only partly states this claim.

In the first bulimia case, before the specialist system, the building director held information meetings, provided information and support, and created an in-house expert and staff support system.

“In the first case, the building director was informed that there had been a lot of vomiting in public restrooms.She held several information meetings for the resident staff members so that they could supply information and support for each other and for residents who were affected by the situation.She alerted staff members about the situation and provided them with information about the disorder.”

Probably not a substantial claim: may not pass S3 (load-bearing).

Approaches to the bulimic showed no discernable effect in most cases, including the other bulimia case.

“As in most cases, including the other case of bulimia discussed above, approaches to the bulimic showed no discernable effect.”

May combine two claims.

The increased communication in the new damage assessment routine created an opportunity for increased confrontation and education, but it has been used only in the limited capacity for which it was originally adopted.

“The increased communication in the new routine did create an opportunity for increased confrontation and education.To my knowledge this has not been used except in the limited capacity for which it was originally adopted.”

May combine two claims.

The first bulimia incident was treated as affecting the entire community, with staff receiving information and support.

“In the first incident the appearance of bulimia was treated as something that would affect the entire community of residents and resident staff.The staff members, in particular, were provided with lots of information and support so that they could deal with their own feelings and the feelings of the residents who were affected by the bulimic behavior.”

May combine two claims.

Under the specialist system, important connections for resident staff were to other staff specializing in the same issue and to the expert in their specialization.

“Because of the specialist system, important connections for the resident staff member were to other resident staff who specialized in the same issue and to the expert in their specialization.”

May combine two claims.

The building director in the second bulimia case lacked the resources he was used to and did not have a way to use the new specialist resource.

“However, the building director did not have the resources he was used to having that allowed him to do his job in the way he thought he should do it, and he did not have a way of using the new resource (specialists and the specialist system) provided by the new routine.”

May combine two claims.

Each group acted on its interpretation of the uniformly qualified staff outcome in subsequent actions: central administrators created specialist training, while building directors began bypassing the official hiring process to reduce uniformity.

“Each group acted on their interpretation of the outcome of uniformly qualified staff members in their successive actions.In particular, the central administrators created a training program for specialists, while the building directors started to bypass the official hiring process so that their staff would be less uniformly qualified.”

May combine two claims.

The hiring and training changes did not reduce building directors' time on hiring or training, but made it harder to create representative and cohesive teams.

“The changes did not reduce the amount of time that the building directors spent on hiring or training, but instead made it more difficult for building directors to accomplish the work they wanted the routine to do: the creation of representative and cohesive teams.”

May combine two claims.

Central administrators saw an opportunity to create a specialist system fitting their ideal of increasing expertise for specific problems, while building directors saw erosion of their ability to create staff teams necessary for residence hall well-being.

“Central administrators saw an opportunity to create a specialist system that fit their ideal of increasing expertise for dealing with specific problems of individuals.Building directors saw the erosion of their ability to create the kind of staff teams that they felt were necessary for the well-being of the residence halls.”

May combine two claims.

A major set of move-in changes included negotiations with the city and adopting a similar process at all residence halls, followed each year by other changes.

“One major set of changes that included negotiations with the city and adopting a similar process at all the residence halls was followed each year by other changes.”

May combine two claims.

The move-in routine was extremely frustrating for everyone involved, inefficient, and took more time than needed, falling short of ideals.

“The move-in routine as it was at one point enacted was extremely frustrating for everyone involved, including people who worked in Housing, students who were moving in and their parents, and even the community.The process was inefficient and took more time than it needed to.In this sense it fell short of ideals.”

May combine two claims.

Greater uniformity among resident staff reduced variety on staff teams, making them less representative of residents, and the specialist system altered communication so problems were less likely shared with other staff and the building director.

“Greater uniformity among resident staff members reduced the variety on staff teams so that they were less representative of the population of residents in the halls, and the specialist system altered the communication network so that problems were less likely to be shared with other staff members and with the building director.”

Classified as probably not a substantial claim.

The natives identified a broad range of ideals, values, actions, and behaviors as parts of routines.

“The ''natives'' identified a broad range of ideals, values, actions, and behaviors as parts of routines.”

May combine two claims.

Later move-in changes, such as moving vendors out of residence halls to a common site, involved more complications and were more time consuming for central administration than earlier changes.

“Some of the later changes, such as moving vendors out of the residence halls to a common site, involved more complications and were more time consuming for the central administration than earlier changes (Feldman and Levy 1994).”

• cites Feldman and Levy 1994Not checked yet

  Not checked in the free run.

May combine two claims.

Central administrators became more responsible for hiring and training, ran initial applicant screening and much initial training, and set rules for parts still run by building directors.

“The central administrators became more responsible for hiring and training routines.They ran initial screening of applicants and much of the initial training of selected employees.They also established rules for parts of the hiring and training processes that were still run by the building directors.”

May combine two claims.

Changes in these routines involved new rules affecting the availability and choice of repertoire, and many rule or policy changes concerned the distribution of authority.

“The changes in these routines also involved new rules that affect the availability and choice of repertoire.Many of the rule or policy changes were about the distribution of authority.”

May combine two claims.

Organization members not only use available repertoire elements but also create new repertoire and new rules for combining elements.

“Organization members not only use different elements of a repertoire they have available, they also develop new repertoire or the equivalent of new words.And they develop new rules or new ways of putting elements together.”

May combine two claims.

The outreach schema in the move-in routine linked outside people and organizations to Housing routines and made them invested; after it was used for city coordination, it was transposed to other parts of move-in and to other routines.

“The outreach schema used in the move-in routine, through which people and organizations outside of Housing are connected to Housing routines and become invested in their success, provides a good example of this transposability.”

• Also stated in: § Performative Routines · hedged

  “Once this schema was enacted in relation to coordinating with the city, it could be transposed to other parts of the move-in routine (as we saw in the outreach to the Athletic Department) and to other routines (as we saw in the use of outside experts to aid in developing specialists in the training routine).”

May combine two claims.

The new move-in routine altered responsibility distribution within Housing: Residential Life took on move-in and future responsibility, and central Residential Life administration took coordination tasks and set rules about who did what.

“The new move-in routine altered the distribution of responsibility within Housing.Residential Life took on the task of move-in and would be responsible for it in the future.The central administration of Residential Life, likewise, took on the coordination tasks and thus established rules about who did what.”

May combine two claims.

The damage assessment routine changed resident staff actions at both the pre-damage and post-damage assessments, and it changed building directors' actions by reducing their damage assessment and contact with students' parents' secretaries.

“The damage assessment routine changed the repertoire of actions taken by the resident staff both at the beginning of the year when they assessed the room before damage and at the end of the year when they assessed the subsequent damage.It changed the actions taken by the building directors, in that they did less damage assessment and had less contact with students' parents' secretaries.”

May combine two claims.

The decision to centralize authority in hiring and training had nearly total support from building directors, and centralization brought the two levels' differing perspectives into view.

“This conflict emerged after the decision to centralize authority was made with nearly total support of the building directors.This centralization, however, brought into view the difference in perspectives of the two levels.”

May combine two claims.

In the move-in routine, policy changes made possible ways of doing things that lower levels could not achieve alone but that matched their ideas about how the process should run.

“In the move-in routine the policy changes made possible ways of doing things that the lower levels could not bring about on their own, but were entirely consistent with their ideas about how the process should be run.”

May combine two claims.

When central administrators set the rules, building directors varied in compliance: some followed willingly, some with reluctance, and some not at all.

“With central administrators making the rules, building directors sometimes happily followed them, sometimes reluctantly followed them, and sometimes did not follow them at all.”

May combine two claims.

The studied routines were annual, had substantial time between iterations, were performed mostly by professionals with discretion, and occurred in a context that encouraged and allowed change, with supportive hierarchical supervisors and loose coupling reducing limitations.

“All of them took place annually, with a fair amount of time between iterations.The participants in the routines, for the most part, were professionals who exercised discretion in the way they performed their tasks.Moreover, the organizational context encouraged and allowed change.The hierarchical supervisors supported change efforts, and the loosely coupled nature of the organization reduced some”

May combine two claims.

The identified potential was enacted in the observed cases, but it may not be realized in all cases.

“It is important to note that what I have identified is a potential that was enacted in the cases of routines that I observed.Others have observed similar processes (Burgelman 1994, Miner 1991, Miner and Estler 1985), but this potential may not be realized in all cases.”

• cites Burgelman 1994Not checked yet

  Not checked in the free run.

• cites Miner 1991Not checked yet

  Not checked in the free run.

• cites Miner and Estler 1985Not checked yet

  Not checked in the free run.

May combine two claims.

The manner in which routine elements are accomplished affects both which elements belong to the routine and the task outcome.

“I show later in the paper that how these elements are accomplished has implications for what elements are in the routine as well as for the outcome of the task of hiring.”

Probably not a substantial claim: may not pass S2 (checkable).

Organizational routines remain undervalued because their capacity for change has not been adequately investigated.

“Despite this considerable attention, I claim that organizational routines are still underappreciated because their potential for change has not been sufficiently explored.”

Probably not a substantial claim: may not pass S3 (load-bearing).

Routine change can be triggered by a crisis or an external shock.

“One way of thinking about change in routines is change that is provoked by a crisis or an external shock.”

• cites Gersick and Hackman 1990Not checked yet

  Not checked in the free run.

Probably not a substantial claim: may not pass S3 (load-bearing).

Experimental work indicates that routine stability partly stems from routines being stored as distributed procedural memory that is not easily accessible for discursive processing.

“Recent experimental research has suggested that the stability of organizational routines is attributable, at least in part, to their being stored as distributed procedural memory that is not readily available for discursive processing (Cohen and Bacdayan 1994).”

• cites Cohen and Bacdayan 1994Not checked yet

  Not checked in the free run.

Probably not a substantial claim: may not pass S3 (load-bearing).

Responsibility accrual by individuals can serve as a vehicle for or a reflection of organizational change through job redefinition.

“Miner and Estler (1985) show how responsibility accrual by individuals can be a vehicle for or a reflection of organizational change through the redefinition of jobs.”

• cites Miner and Estler 1985Not checked yet

  Not checked in the free run.

Probably not a substantial claim: may not pass S1 (asserted), S3 (load-bearing). May combine two claims.

Routine change is linked to routines' origins, and after a period of flux an equilibrium emerges that does not involve change.

“This is similar to the view that change in routines is associated with their origins, and that after a period of flux, an equilibrium is established that does not entail change (Cohen et al. 1996).”

• cites Cohen et al. 1996Not checked yet

  Not checked in the free run.

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Evolved jobs are routines, and their survival depends on features of the organizational context, the jobs, and the individuals who initiated the job change.

“Miner (1991) argues that these evolved jobs are routines and that their survival depends on features of the organizational context, features of the jobs and features of the individuals who made the initial change in the jobs.”

• cites Miner 1991Not checked yet

  Not checked in the free run.

Classified as probably not a substantial claim.

Intel's product mix evolved because mid-level managers followed internal rules rather than because top management made decisions.

“Burgelman (1994) presents a different source of change in organizational routines when he shows how the product mix for Intel evolved as a result of mid-level managers following internal rules rather than as a result of decisions by top management.”

• cites Burgelman 1994Not checked yet

  Not checked in the free run.

May combine two claims.

New beginnings and major transitions strongly motivate changes in how work is done, but treating them as the sole source of routine change limits understanding.

“There is no doubt that new beginnings and major transitions are powerful incentives to change the way work is accomplished, but our understanding is limited if we think of this as the only way that organizational routines change.”

Probably not a substantial claim: may not pass S2 (checkable).

Routines can be conceptualized as flows of connected ideas, actions, and outcomes.

“One can think of routines as flows of connected ideas, actions, and outcomes.”

Classified as probably not a substantial claim.

An evolutionary or ecological view of routines implies that change plays a role in routines.

“An evolutionary or ecological perspective on routines also suggests a role for change in routines (Nelson and Winter 1982).”

• cites Nelson and Winter 1982Not checked yet

  Not checked in the free run.

Classified as probably not a substantial claim. May combine two claims.

Routines are shaped by changes in jobs, by changes in job holders, and by the ideas and errors of those holders.

“Baum and Singh, for instance, suggest that routines are influenced not only by changes in jobs, but also by changes in the incumbents of these jobs and by the ideas and mistakes of these incumbents (1994).”

• cites Baum and Singh 1994Not checked yet

  Not checked in the free run.

Classified as probably not a substantial claim.

An organizational routine is not one pattern but a set of possible patterns enabled and constrained by organizational, social, physical, and cognitive structures, from which members enact specific performances.

“Their use of a grammatical analogy for understanding routines produced the following insight: ''An organizational routine is not a single pattern but, rather, a set of possible patterns-enabled and constrained by a variety of organizational, social, physical and cognitive structures-from which organizational members enact particular performances'' (1994, p. 491).”

• cites Pentland and Rueter 1994Not checked yet

  Not checked in the free run.

May combine two claims.

Ideas lead to actions, actions lead to outcomes, and outcomes lead to new ideas.

“Ideas produce actions, actions produce outcomes, and outcomes produce new ideas.”

Probably not a substantial claim: may not pass S4 (based).

Outcomes that present new opportunities suggest an expanding sense of what is possible and worth trying.

“Outcomes that present new opportunities suggest an expanding notion of what is possible and worth trying.”

May combine two claims.

These forces shape the enactment of organizational routines and give them a tremendous potential for change.

“All of these forces influence the enactment of organizational routines and create in them a tremendous potential for change.”

Probably not a substantial claim: may not pass S4 (based).

The reactions of routine participants are embedded in institutional, organizational, and personal contexts.

“Their reactions are situated in institutional, organizational and personal contexts.”

Probably not a substantial claim: may not pass S4 (based). May combine two claims.

Routine participants create, resist, engage in conflict, and acquiesce to domination.

“They create, resist, engage in conflict, acquiesce to domination.”

Probably not a substantial claim: may not pass S3 (load-bearing).

The metatheories employed all had assumptions consistent with the research setting.

“These metatheories all have assumptions that were consistent with the setting I was concerned with.”

Classified as probably not a substantial claim.

This appreciation underlies much of the author's understanding of why and how organizational routines change.

“This appreciation underlies much of what I understand about why and how organizational routines change.”

Probably not a substantial claim: may not pass S4 (based).

The actions of routine participants are driven by will and intention.

“Their actions are motivated by will and intention.”

Probably not a substantial claim: may not pass S3 (load-bearing).

The metatheories enabled the author to develop new understandings of the data without exceeding what was actually observed or reported.

“They each allowed me to develop new understandings of the data I had gathered without going beyond what I had actually observed or been told.”

Probably not a substantial claim: may not pass S4 (based).

Routines are carried out by people who think, feel, and care.

“Routines are performed by people who think and feel and care.”

Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

The athletic director's participation in move-in implies that the new outreach led him to care about the success of the move-in routine.

“The participation of the athletic director in the move-in routine implies that the new outreach has resulted in his caring about the success of the move-in routine.”

• AssumptionThe authors state this as an assumption: The new outreach to the athletic department involved increased communication about football schedules.

May combine two claims.

The football game scheduling caused problems for Housing because game day was unsuitable for changing traffic patterns and the city would not approve it.

“This caused several problems for Housing.Move-in would normally have started on the day of the football game.Large State University has one of the largest football stadiums in the country and it is always sold out.The increase in the population of the town is dramatic on game days.Game day would certainly not be a good day to change the traffic pattern and the city would certainly not approve it.”

May combine two claims.

Central administrators interpreted the uniform staff as an opportunity to create a Housing-wide staff with expertise, leading to specialist groups in training.

“The central administrators saw the staff as an opportunity to create a Housing-wide staff who could provide expertise about issues of relevance in the residence halls.This interpretation resulted in changes in the training routine, namely the creation of specialist groups.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

The move-in date change was difficult to make on the fly, and earlier knowledge of the athletic department's decision would have made it easier.

“This was not an easy change to make on the fly; earlier knowledge of the athletic department's decision would have made the change easier.”

May combine two claims.

The specialist system required resident staff to assimilate and communicate information and provide guidance in their specialty, making the uniformly qualified staff from screening essential.

“This specialist system requires that all resident staff have the ability to assimilate and communicate the information and to provide guidance with respect to their specialty.Thus, the screening process that produced such a uniformly qualified staff was essential to the specialist system.”

May combine two claims.

After the observation period, the athletic director was serving ice cream to moving-in students, indicating that Housing had extended its outreach schema.

“The next stage in this routine change came to my attention after the observation period had ended, when I learned that the director of the athletic department was serving ice cream to the students who were moving in.Clearly, Housing had extended its outreach schema.”

The quote only partly states this claim.

Each type of outcome is associated with a change response: repairing, expanding, or striving.

“Each of these types of outcome is associated with a change response.”

May combine two claims.

When actions do not produce intended outcomes or produce unintended undesirable outcomes, participants can repair the routine to restore intended outcomes, which may restore stable equilibrium and not continued change.

“When actions do not produce the intended outcome, or produce an unintended and undesirable outcome, participants can respond by repairing the routine so that it will produce the intended and desired outcome.The result may be to restore the routine to a stable equilibrium and may not be associated with continued change.”

May combine two claims.

Both expanding and striving have high potential for continuous change because they relate to what is desirable and alter the standard for doing work.

“Both expanding and striving have a high potential for continuous change because of their relation to what is desirable.Both affect routines in an ongoing way because they alter the standard for doing work.”

May combine two claims.

The hiring routine changed to produce greater uniformity among resident staff, enabling a training routine change focused on specialists.

“Thus, the hiring routine changed so as to produce much greater uniformity among resident staff members, and this enabled a change in the training routine that focused on the development of specialists who had expertise in particular issues that commonly arise in the residence halls.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

The idea that resident staff should have requisite variety to approximate the resident population and turn to one another for insights is supported by prior work.

“The idea here is that the resident staff as a whole should have the requisite variety 1 (Conant andAshby 1970, Weick 1979) to approximate the variety in the resident population, and that they should be able to turn to one another for insights as to how to deal with particular problems arising in the hall.”

• cites Conant andAshby 1970Not checked yet

  Not checked in the free run.

• cites Weick 1979Not checked yet

  Not checked in the free run.

May combine two claims.

Outcomes at the end of each round can be compared with ideals and previous plans and feed into plans for the next iteration.

“Outcomes at the ''end'' of each ''round'' can be compared with ideals as well as with previous plans and can feed into the plans for the next iteration of the routine.”

Classified as probably not a substantial claim.

In the performative model, plans and actions produce outcomes that, together with ideals or values, influence what makes sense to do next.

“Plans and actions produce outcomes that influence in conjunction with ideals or values what makes sense to do next.”

May combine two claims.

Further move-in changes occurred when the athletic department threatened to disrupt the smoother process; the changes had established a new expectation and members acted to maintain it.

“Further changes occurred when the athletic department made a decision that threatened to disrupt the smoother move-in process.The changes that had taken place in the routine had established a new level of expectation, and members of the organization acted to maintain the new standard.”

May combine two claims.

Without earlier move-in changes, the vendor effort would make no sense, but earlier changes revealed move-in aspects as the next area to improve, changing the ideal.

“Without the earlier changes, this effort would make no sense, but the earlier changes revealed these aspects of move-in as the next area that could be improved.In this sense the outcome of the routine changed the ideal.”

May combine two claims.

The hiring and training routine demonstrates expanding and striving combined with conflict, and the divergence of ideals and actions suggests high potential for ongoing change in this and related routines.

“This routine demonstrates not only expanding and striving, but also both of these combined with conflict.New possibilities are being created, and they interact with both existing and emerging ideals, values, and goals.The divergence of ideals, values, and goals, and the resulting divergence in actions, suggests a high potential for ongoing change in this and related routines.”

May combine two claims.

The move-in routine is an example of both expanding and striving and of how the two are related.

“This is an excellent example of both expanding and striving and of how the two are related.”

Classified as probably not a substantial claim.

The performative model proposes conceptualizing routines as a cycle of plans, actions, outcomes, and ideals.

“The performative model of routines as depicted in Figure 2 captures this range in a schematic form 4 and proposes conceptualizing routines as a cycle of plans, actions, outcomes and ideals.”

Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

The performative model of organizational routines is an important, previously missing part of theories of organizing as ongoing accomplishment.

“This performative model of organizational routines is an important, and heretofore missing, part of theories of organizing as an ongoing accomplishment.”

Probably not a substantial claim: may not pass S3 (load-bearing).

The study used an emic approach to identify routines, allowing participants to identify what fit the definition.

“The approach I took to identifying routines in the field was an emic approach, allowing the participants in the organization to identify what fit within this definition.”

Classified as probably not a substantial claim. May combine two claims.

Ostensive routines may be devoid of active thinking, but routines enacted by people in organizations inevitably involve a range of actions, behaviors, thinking, and feeling.

“Ostensive routines may be devoid of active thinking, but routines enacted by people in organizations inevitably involve a range of actions, behaviors, thinking, and feeling.”

Classified as probably not a substantial claim.

Including agency in understanding routines suggests thinking about performative routines as a flow including thoughts, feelings, and actions people experience at work.

“Including these aspects of agency in our understanding of routines suggests that we should think about performative routines as a flow 3 that includes the broad range of thoughts, feelings and actions that people experience as they engage in work.”

May combine two claims.

One set of move-in changes provided opportunities for additional changes and expanded the notion of what was possible, changing the standard or ideal people strove to achieve.

“One set of changes provided opportunities for additional changes.The first set of changes also expanded the notion of what was possible and, in turn, changed the standard or the ideal that people were striving to achieve.”

Classified as probably not a substantial claim. May combine two claims.

The first two types of outcome suggest reasons for change but not for continued change; the process is simple trial and error.

“The first two types of outcome in Table 1 (intended outcomes not being achieved, and unintended and undesirable outcomes being produced) suggest reasons for change, but not for continued change.The process is simple trial and error (Levitt and March 1988).”

• cites Levitt and March 1988Not checked yet

  Not checked in the free run.

Classified as probably not a substantial claim.

Such theories have often suggested that change is quite unusual.

“Such theories have often suggested that change is quite unusual (Sewell, 1992 p. 14ff).”

• cites Sewell, 1992Not checked yet

  Not checked in the free run.

Classified as probably not a substantial claim. May combine two claims.

Sewell proposes that change arises because structures are multiple and intersecting, schemas can be transposed, resource accumulation is unpredictable, and resources carry multiple meanings.

“Thus, he suggests several reasons for change: that structures are multiple and intersecting, that schemas are transposable, that resource accumulation is unpredictable, and that resources themselves have multiple meanings.”

Classified as probably not a substantial claim.

Sewell claims change occurs because structures are multiple, contingent, and fractured rather than monolithic.

“Sewell claims that change occurs specifically because structures are ''multiple, contingent and fractured'' (p.16) rather than monolithic.”

• cites Sewell, 1992Not checked yet

  Not checked in the free run.

Probably not a substantial claim: may not pass S4 (based).

Once the intended and desirable outcome is produced, the system should achieve equilibrium with a stable, relatively unchanging pattern of behavior.

“Once the intended and desirable outcome is produced, the system should achieve an equilibrium in which a stable and relatively unchanging pattern of behavior can be enacted.”

May combine two claims.

Because schemas can be transposed, people can carry interpretations from one setting to another, which creates sources of change in systems that might otherwise remain inert.

“The transposability of schema, for instance, means that people can transpose interpretations from one situation to another, thus producing sources of change in systems that might otherwise be inert.”

Classified as probably not a substantial claim.

Miner and Burgelman suggest that policy or rule changes may simply codify changes that have already been made, much as words enter a dictionary after being used.

“The work of Miner (1987Miner ( , 1990Miner ( , 1991) ) and Burgelman (1994), however, suggest that policy or rule changes may simply be the codification of changes that are already made.Just as words enter the dictionary only substantially after they have been used for some time, rules or policies may codify changes as much as they make them.”

• cites Miner (1987Not checked yet

  Not checked in the free run.

• cites Burgelman (1994)Not checked yet

  Not checked in the free run.

Classified as probably not a substantial claim.

Organizational routines can be seen as rules that let people choose repertoire elements and build behavior sequences that others in the organization understand.

“The same can be said of organizational processes such as routines (Salancik and Leblebici 1988).They consist of rules that allow people to select elements of a repertoire in order to construct sequences of behavior that make sense to others in the organization.”

• cites Salancik and Leblebici 1988Not checked yet

  Not checked in the free run.

Probably not a substantial claim: may not pass S3 (load-bearing).

Pentland and Pentland and Reuter used grammar as an analogy to explain variation in organizational routines.

“This image of change in routines adds to the one presented by Pentland (1995) and Pentland and Reuter (1994).They use grammar as an analogy to explain variation in routines.”

• cites Pentland (1995)Not checked yet

  Not checked in the free run.

• cites Pentland and Reuter (1994)Not checked yet

  Not checked in the free run.

May combine two claims.

The paper argues that routine syntax changes and draws attention to motivated agentic processes behind grammar change.

“My work suggests that this syntax changes, and it calls attention to the motivated agentic processes behind grammar change.”

Probably not a substantial claim: may not pass S3 (load-bearing).

New rules or policies suggest that upper-level organizational participants impose new routines on lower-level participants.

“Discussion of new rules or policies suggests that new routines are being imposed on lower level organizational participants by upper level organizational participants.”

May combine two claims.

People who can influence an organizational routine may hold different ideas about what it should accomplish, different interpretations of how effective its actions are, and different views on whether its outcomes are problems or resources and what to do about them.

“Sewell's argument helps us to see that people in a position to influence an organizational routine may have various ideas about what should be accomplished by the routine, they may have many interpretations of the effectiveness of the actions taken, and they may have many interpretations of whether the outcome of the actions is a problem or a resource and, in either case, what to do about it.”

Classified as probably not a substantial claim. May combine two claims.

In all three processes, the same thing becomes slightly different because it is said differently, but the processes differ in how much they emphasize agents' creativity as performers of routines.

“In all cases, ''the same thing'' becomes a slightly different thing because it is said in a different way.The three processes, however, differ in their increased emphasis on the creativity of the agents as the performers of organizational routines.”

May combine two claims.

Changes in routines alter the meaning of jobs, and as a result the organization's structure is transformed.

“In this case, we see the converse-changes in routines alter the meaning of jobs.As a result, the structure of the organization is transformed.”

May combine two claims.

The earlier damage assessment routine was more efficient for simply defraying damage costs because it involved fewer people and avoided scheduling during a busy, unpredictable time.

“The earlier routine for damage assessment is actually more efficient if the goal is simply to defray the costs of the damage.It is more efficient because it involves fewer people and does not require scheduling during a time when schedules are both very full and unpredictable.”

May combine two claims.

The four knowledge-creation modes map onto the routine flow diagram: plans become embodied in actions, actions manifest in outcomes and become shared, shared knowledge is externalized against models or ideals, and those models or ideals become systematized as plans for the next iteration.

“These four modes readily map onto the flow diagram of routines as shown in Figure 3. Starting at the top of the diagram, plans become internalized or embodied into actions.This embodied knowledge becomes shared or socialized as the actions manifest themselves in outcomes.”

• Also stated in: § Organizational Learning · plain

  “This shared knowledge is externalized as people compare it to models or ideals.These models or ideals then become systematized as plans that can be enacted in the next iteration of the routine.”

• cites Nonaka and Takeuchi (1995)Not checked yet

  Not checked in the free run.

Classified as probably not a substantial claim. May combine two claims.

The linguistic metaphor distinguishes three processes: Pentland's many ways of saying the same thing within a structure, Levitt and March and March and Olsen's drawing words from other structures, and the paper's making new words within one's own language structure.

“Pentland (1995) and Pentland and Rueter (1994) are saying that within a particular structure there are many ways of saying the same thing.”

• Also stated in: § Routines as Grammar · plain

  “Levitt and March (1988) and March and Olsen (1989) are saying that we can draw words from other structures to show approval.”

• Also stated in: § Routines as Grammar · plain

  “I am saying that we can make up new words within our own language structure for showing approval: rad, keen, bad, etc.”

• cites Pentland (1995)Not checked yet

  Not checked in the free run.

• cites Levitt and March (1988)Not checked yet

  Not checked in the free run.

• cites March and Olsen (1989)Not checked yet

  Not checked in the free run.

May combine two claims.

Routines performed by people with little discretion seem unlikely to show the kinds of change observed here, though Roy showed such people have more discretion over work routines than often assumed.

“Routines performed by people with little discretion seem unlikely to display the kinds of change exhibited here, though Roy (1959) has definitively shown that these people have much more discretion, particularly over their work routines, than one might at first surmise.”

• cites Roy (1959)Not checked yet

  Not checked in the free run.

May combine two claims.

The paper suggests that change can be more ordinary and routines more extraordinary than they are often portrayed.

“By doing so I suggest both that change can be more ordinary-and that routines can be more extraordinary-than they are often portrayed.”

May combine two claims.

These characteristics are not universal but are not particularly unusual; people in schools, hospitals, government agencies, nonprofits, and many corporations will find many routines with similar characteristics.

“While these characteristics do not hold for all organizational routines, neither are they particularly unusual.People who work in schools, hospitals, government agencies, nonprofit organizations, and many corporations will find that many of their routines have similar characteristics.”

May combine two claims.

Barley's CT scanner studies attributed changes in radiology role structures to changes in the scripts people used to interpret their roles; over time scripts change and drive institutional order change similarly to plans and ideals in routines, introducing agents' actions and reactions into inert structure.

“He ascribes the changes he observed in the role structures in radiology departments to changes in the scripts people used to interpret their roles.Over time these scripts change and drive change in the institutional order in a manner similar to what plans and ideals do in routines.They both introduce the actions and reactions of agents into the otherwise inert structure.”

• cites Barley (1986,1990)Not checked yet

  Not checked in the free run.

Probably not a substantial claim: may not pass S4 (based).

Organizational, temporal, or other conditions may prevent that potential from being realized in any particular iteration of a routine.

“Organizational, temporal, or other conditions may inhibit that potential from being realized for any particular iteration of a routine.”

May combine two claims.

The potential for change is located in the internal dynamics of the routine itself and in the thoughts and reactions of the people who participate in it.

“I have located the potential for change in the internal dynamics of the routine itself, and in the thoughts and reactions of the people who participate in the routines.”

May combine two claims.

The effects of hiring and training changes on relationships among building directors, resident staff, and residents, illustrated by bulimia stories, show that routine changes can have far-reaching structural effects.

“The effects of this change on the relationships among building directors and resident staff members and residents, as illustrated by the bulimia stories, provide a particularly good example of the far-reaching effects that changes in routines can have on the structure of an organization (Feldman 2000).”

• cites Feldman 2000Not checked yet

  Not checked in the free run.