The DOI matches its Crossref record; 126 of the 126 references it cites were found in a registry or an index; 7 of the 75 sources its claims cite were checked for support.
Reconceptualizing Organizational Routines as a Source of Flexibility and Change
Open accessAbstract
In this paper, we challenge the traditional understanding of organizational routines as creating inertia in organizations. We adapt Latour's distinction between ostensive and performative to build a theory that explains why routines are a source of change as well as stability. The ostensive aspect of a routine embodies what we typically think of as the structure. The performative aspect embodies the specific actions, by specific people, at specific times and places, that bring the routine to life. We argue that the ostensive aspect enables people to guide, account for, and refer to specific performances of a routine, and the performative aspect creates, maintains, and modifies the ostensive aspect of the routine. We argue that the relationship between ostensive and performative aspects of routines creates an on-going opportunity for variation, selection, and retention of new practices and patterns of action within routines and allows routines to generate a wide range of outcomes, from apparent stability to considerable change. This revised ontology of organizational routines provides a better explanation of empirical findings than existing theories of routines and has implications for a wide range of organizational theories.
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Claims the paper makes
7 of 75 cited sources checked · 4 supported · 0 flagged · accuracy not yet measured
The cited sources support only part of this claim — read each source’s verdict below.
In the paper
“Many scholars have provided empirical evidence of both change and variability in organizational routines (e.g., Suchman, 1983; Miner, 1990; Pentland and Rueter, 1994; Feldman, 2000; Naduzzo, Rocco, and Warglien, 2000; Edmondson, Bohmer, and Pisano, 2001; Pentland, 2003).”
What the sources say
- Partly supportedcites Suchman, 1983 sourceExperimental — accuracy not yet measured
Section 2 describes an empirical case study of office work, and section 4 concludes that workers determine a procedure’s meaning according to the particulars of each case. This supports variability in how routines are carried out. The paper does not provide empirical evidence that organizational routines change over time. (LLM, conf=0.84)
- Not checked — no full text of the sourcecites Miner, 1990 source
- Supportedcites Feldman, 2000 source
In the Introduction (page not provided), Feldman reports field observations in which most studied routines underwent substantial change. She also says her observations found variation to be a common part of organizational routines. This paper therefore serves as an empirical example of both change and variability. (LLM, conf=0.93)
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The cited sources support only part of this claim — read each source’s verdict below.
In the paper
“But routines also change in old, established organizations in stable environments (Feldman, 2000).”
What the sources say
- Partly supportedcites Feldman, 2000 sourceExperimental — accuracy not yet measured
The Introduction reports substantial change in routines observed in a large state university’s student housing department. It does not establish that the organization was old or that its external environment was stable. The Conclusion instead notes that the organizational context encouraged and allowed change. (LLM, conf=0.84)
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The cited sources support only part of this claim — read each source’s verdict below.
In the paper
“Some variations will be intentional, in the sense that the participants want to change the ostensive aspect of the routine in order to alter the way they do their jobs (Feldman, 2000).”
What the sources say
- Partly supportedcites Feldman, 2000 sourceExperimental — accuracy not yet measured
The Dynamics of Routines section says participants intentionally alter routines to do their jobs in ways that seem better to them. But the Performative Routines section distinguishes an ostensive definition, which exists in principle, from a performative one created through practice; it does not say participants seek to change the ostensive aspect to alter how they work. Page numbers were not available in our copy. (LLM, conf=0.84)
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes- Partly supported
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“In all three metaphors (programs, habits, and genes), we have an image of routines as relatively fixed, unchanging objects.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesA conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“We refer here to something more basic: the inherent capability of every organizational routine to generate change, merely by its ongoing performance.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes? Based: unclearA conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The traditional explanation of organizational routines as a source of cognitive efficiency tends to reinforce the absence of agency within the routine itself.”
Tests✓ Asserted: passes? Checkable: unclear✓ Load-bearing: passes✓ Based: passesA conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The ostensive aspect of the routine gains in apparent objectivity and concreteness as the views of different participants come into alignment.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesNone of the sources cited for this claim could be matched to a paper in Crossref, so there is nothing to check it against.
In the paper
“This ontology builds on the idea that routines, like other social phenomena, embody a duality of structure and agency (Giddens, 1984; Bourdieu, 1977, 1990).”
What the sources say
- Not matchedcites Giddens, 1984
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not matchedcites Bourdieu, 1977, 1990
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“For these reasons, the performative aspect of routines can best be understood as inherently improvisational.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes? Checkable: unclear✓ Load-bearing: passes✓ Based: passesNone of the sources cited for this claim have been checked yet.
In the paper
“In work settings with detailed descriptions of the expected sequence of steps in a procedure, for instance, participants introduce variations (Roy, 1959; Victor, Boynton, and Stephens-Jahng, 2000; Narduzzo, Rocco, and Warglien, 2000).”
What the sources say
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
- It may state two separate claims as one. 50
- Probably not a substantial claim. 87
The sources with a verdict support this claim; the rest weren’t checked yet, have no full text we could read, or their verdicts aren’t rated yet.
In the paper
“Another problem is that the premise of the traditional story is contradicted by observational data. Organizational routines are certainly repetitive, but they are not necessarily fixed or unchanging.”
What the sources say
- Supportedcites Suchman, 1983 source
The Introduction says the procedural structure of organizational activities is produced through orderly office work, rather than reflecting an enduring structure. Section 2 applies this point to even the most routine clerical work, finding that it cannot readily be specified as a predetermined sequence of steps. Together, these passages support the claim that routine work need not be fixed or unchanging. (LLM, conf=0.88)
- Not checked — no full text of the sourcecites Miner, 1990 source
- Supportedcites Feldman, 2000 source
In the Introduction, Feldman says she began with a conception of routines as repeated patterns that change little, but observed that most routines she studied were undergoing substantial change. The Conclusion likewise states that routines are not inert, while noting that the potential for change may not be realized in every case. (LLM, conf=0.94)
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
- Supported
Every source the paper cites for this claim was checked and supports it.
In the paper
“Feldman (2000) found that the distinction between ostensive and performative helped to explain why etic and emic descriptions of routines differed.”
What the sources say
- Supportedcites Feldman (2000) source
In “Performative Routines” (page not provided), Feldman says the ostensive–performative distinction captures some of the difference in perspective between etic and emic approaches. The same section states that those approaches lead to different ideas about what counts as a routine. (LLM, conf=0.94)
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
- Supported
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Overestimating the importance of the ostensive leads managers to underestimate the importance of the adjustments and improvisations that people undertake to make the routine work.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
None of the sources cited for this claim have been checked yet.
In the paper
“They interpret their actions in order to make sense of what they are doing and, though their choices of how to proceed appear automatic or mindless at times, there is always the possibility of resisting expectations and doing otherwise (Giddens, 1984; Orlikowski, 2000).”
What the sources say
- Not matchedcites Giddens, 1984
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not checked — no full text of the sourcecites Orlikowski, 2000 source
Load-bearingStrength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Changing one does not necessarily lead to a change in the other.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes? Based: unclearIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Moreover, unless we distinguish between these aspects of routines, we cannot explore the relationship between them.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The omission of agency may be unavoidable because, ironically, there are no people in these traditional metaphors.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“The existing literature on routines is quite diverse, yet it embodies a fairly consistent way of theorizing about routines.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“We argue that organizational routines consist of the resulting performances and the understandings of these performances.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Organizational routines consist of two aspects: the ostensive and the performative.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Both aspects are necessary to constitute what we understand to be the routine.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This way of understanding organizational routines provides a convincing explanation of stability in organizations.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“While routines can be a source of inertia and inflexibility, they can also be an important source of flexibility and change.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Existing theories do not entirely rule out the possibility of variability or change, but neither do they help explain it.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Both of these aspects are necessary for an organizational routine to exist.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The most common mistake is to take the ostensive for the performative, or to mistake the summary of the way tasks are performed for the ways tasks are actually performed.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Without making this distinction, the parts—either the ostensive or the performative—can be mistaken for the whole.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“An organizational routine consists of two related parts. One part embodies the abstract idea of the routine (structure), while the other part consists of the actual performances of the routine by specific people, at specific times, in specific places (agency).”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.
None of the sources cited for this claim could be matched to a paper in Crossref, so there is nothing to check it against.
In the paper
“Rules are resources for action, but they do not fully determine action (Zimmerman, 1970; Giddens, 1984; Taylor, 1993).”
What the sources say
- Not matchedcites Zimmerman, 1970
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not matchedcites Giddens, 1984
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not matchedcites Taylor, 1993
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The performance of an academic hiring routine, for instance, is situated in a complex context and must be sensitive to features of this context.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“As a result, these metaphors highlight the inertial qualities of routines and tend to minimize the possibility of flexibility and change.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The ostensive aspect of a routine shapes our perception of what the routine is.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“These metaphors treat organizational routines as mechanisms or abstractions, rather than as collective human activities.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Practices are carried out against a background of rules and expectations, but the particular courses of action we choose are always, to some extent, novel.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“While organizational routines are commonly perceived as reenacting the past, the performance of routines can also involve adapting to contexts that require either idiosyncratic or ongoing changes and reflecting on the meaning of actions for future realities.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“When people do new things, whether in response to external changes or in response to reflexive self-monitoring, they alter the potential repertoire of activities that creates and recreates the ostensive aspect of the routine.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“While we are required by law to state the commitment, if the statement is not followed by action, then the commitment is not part of the hiring routine.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Performing a hiring routine maintains, and in fact develops, many of the capabilities required to perform it.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes? Based: unclearIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Agency is apparent in each participant's choice of actions and the reflexive self-monitoring of those actions.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In fact, the hiring routine has a core pattern of actions that is repeated in virtually all instances of hiring.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In using it, we create a gloss that summarizes and omits, a story that privileges some activities over others.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
None of the sources cited for this claim have been checked yet.
In the paper
“The ostensive aspect of routines allows us to explain what we are doing and provides a sense of when it is appropriate to ask for an accounting (Lyman and Scott, 1968; Orbuch, 1997).”
What the sources say
- Not matchedcites Lyman and Scott, 1968
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not checked — no full text of the sourcecites Orbuch, 1997 source
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Hiring for tenure system positions is also affected by policies concerning the use of adjunct or temporary faculty.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“People use the ostensive aspect of routines to refer to patterns of activity that would otherwise be incomprehensible.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Over time, if no one chooses to read the script or play the music, the capability to do so vanishes.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Variations may be hidden or otherwise go unnoticed.”
Strength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
In the paper
“And, as open systems theory reminds us, the webs of interdependence do not stop at the formal boundary of the organization (Kast and Rosensweig, 1972).”
What the sources say
- Not checked — no full text of the sourcecites Kast and Rosensweig, 1972 source
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
In the paper
“While the instances of hiring may differ, they bear a sufficient family resemblance to cohere as a recognizable category (Wittgenstein, 1958).”
What the sources say
- Not matchedcites Wittgenstein, 1958
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
- Not matched
In the paper
“As originally conceived by Stene (1940), organizational routines involve the coordination of multiple organizational participants. Thus, organizational routines are not just individual routines that are performed in the context of an organization.”
What the sources say
- Not checked — no full text of the sourcecites Stene (1940) source
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“They also would have no trouble using this hiring routine to account for their own behavior or to ask for accounts from others.”
Strength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear? Based: unclearIt may state two separate claims as one.
In the paper
“Performances enact the ostensive aspect of the routine, although this is largely an unintended effect of action (Giddens, 1984).”
What the sources say
- Not matchedcites Giddens, 1984
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“They may or may not get accepted as legitimate alternatives to existing practice.”
Strength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Likewise, a written procedure and the idea it codifies must be performed repeatedly before it becomes an organizational routine.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The involvement of multiple actors introduces the diversity of goals, information, and interpretations, while the interdependence of actions blurs and opens the boundaries of the routine to outside influence.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In the end, members of the organization may or may not choose to incorporate variations into the ostensive part of the routine.”
Load-bearingStrength:hedged· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Furthermore, even if a pattern of actions repeats, it needs to become recognizable as a pattern.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Thus, it is very unlikely that there is a single ostensive understanding or a single goal of any significant organizational routine.”
Load-bearingStrength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Connecting one's behavior to a particular routine legitimates the behavior if it is understood to be part of the routine and de-legitimates it if it is not.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Performing an organizational routine maintains the ostensive aspect of the routine by exercising the capability to enact it.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“It enables us to ask others to account for actions that seem unusual and to provide reasonable accounts when we are called to explain.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The performative aspect reflects individual agency.”
Strength:plain· not yet calibratedCausal:correlational· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Our theory suggests that routines are both objective and subjective and that the two are integrally related.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Indeed, the consensus definition strongly suggests the need for the new ontology,irrespective of any other considerations.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
In the paper
“Adopting a structuration or practice theory perspective leads us to view the ostensive and performative aspects of organizational routines as recursively related, with the performances creating and recreating the ostensive aspect and the ostensive aspect constraining and enabling the performances.”
What the sources say
- Not matchedcites Giddens, 1984
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This is because, by definition, individuals engaged in organizational routines do not act alone, or independently.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“For practical purposes, everyone understands the routine.”
Strength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“A pattern of actions that occurs only once is not a routine.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“But it serves only as a guide; it cannot specify the details of the performance, which people must always choose.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The understandings required to make an argument convincing are maintained, in part, by engaging in hiring routines and other related routines (such as promotion routines) and trying out or a a a a a an ag at ed or rejected.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
In the paper
“We must take action in the midst of the “booming, buzzing confusion' that surrounds us (James, 1890), and labeling the activity helps us pay attention to a comprehensible and manageable portion of it.”
What the sources say
- Not matchedcites James, 1890
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“For example, if nobody applies for a job, no hiring can take place.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The hiring routine is filled with variations that may be recognized and incorporated into the ostensive aspect of the routine.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In spite of these variations, one can easily recognize the basic pattern as the hiring routine, as opposed to budgeting or some other routine.”
Strength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The individuals performing the routine do not all have access to the same information, and even if they did, they might not interpret the information in the same way.”
Load-bearingStrength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“When people enact routines, they can maintain the ostensive aspect of the routine, but they can also choose to deviate from it.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“For example, hiring almost always connects to budgeting and planning: a position should not be advertised before the slot has been allocated to the hiring unit and the budget has been approved.”
Strength:hedged· not yet calibratedCausal:correlational· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it. The paper may give no reason why it holds. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“And because it is prohibited, it takes on additional significance: inquiring about a spouse's employment in the context of a job search is often a sign of taking a candidate very seriously.”
Strength:hedged· not yet calibratedCausal:correlational· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Since our goal is to build on existing insights from the literature, it is important to note that the ostensive/performative ontology is consistent with the definition of organizational routines articulated earlier: repetition, a recognizable pattern of action, multiple participants, and interdependent actions.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This may be particularly true when it is committed to paper or encoded into some kind of artifact, such as a script or a formal procedure.”
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In other words, a disconnected collection of performances does not constitute a routine without a corresponding ostensive category that makes the patterns coherent and recognizable as a routine.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“They may be regarded as desirable, or not, by key individuals, such as managers or administrators.”
Strength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Because their actions are interdependent, each performance of a routine is a collective performance.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“When substantive actions are taken (e.g., seeking out underrepresented minority candidates), the words come to life and become meaningful. Otherwise, only the “lip service” itself could be considered part of the routine.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.
In the paper
“Our framework is consistent with current perspectives on agency (Emirbayers and Mische, 1998), which emphasize the active engagement of individuals in on-going practices and the interpenetration of agency with various forms of structure.”
What the sources say
- Not matchedcites Emirbayers and Mische, 1998
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Strength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The phenomenon we refer to as “hiring” clearly meets the basic definition of an organizational routine: it is a repetitive, recognizable pattern of interdependent actions carried out by multiple actors.”
Load-bearingStrength:boosted· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Thus, knowing that one was engaged in a hiring routine would make all the difference in understanding such a question.”
Strength:hedged· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Thus, even within a single organization, we must conceptualize hiring as a category with many instances.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“It may take many years for the idea of a routine to dissipate completely, however, even if it is never performed.”
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Interviewing, for instance, is a skill that people often become better at as they practice it and as they attend to how others practice it and that may dissipate with lack of use.”
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The artifact that contains the ostensive definition exists, but without on-going performance, it becomes meaningless.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Each activity may not be included in every instance (a fast food restaurant may not negotiate terms), and the specific activities will be customized for particular work places (interviewing applicants in a university setting includes the applicant giving a job talk).”
Load-bearingStrength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“On one hand, the “hiring routine” has endless variation: every performance is different. On the other hand, “the hiring routine” has a clear and simple gloss: it is easily recognized and summarized.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“There is no single, objective routine, but a variety of different perspectives on what is involved.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes? Checkable: unclear✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
None of the sources cited for this claim could be matched to a paper in Crossref, so there is nothing to check it against.
In the paper
“More generally, rules are not always followed: they can be strategically flaunted in order to convey a particular meaning (Garfinkel, 1967; Heritage, 1984).”
What the sources say
- Not matchedcites Garfinkel, 1967
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not matchedcites Heritage, 1984
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
- Not matched
In the paper
“While interdependence between actions can be viewed as part of structure (Pentland, 1995), it can also generate variety within specific performances.”
What the sources say
- Not checked — no full text of the sourcecites Pentland, 1995 source
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Through repetition and recognition, organizational routines are created.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In an academic context, hiring routines often involve the ability to make a convincing case to one's colleagues about the importance of a particular type of scholarly work and the advisability of interviewing and extending an offer to a particular scholar.”
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“When a search fails, as many searches do, external factors are frequently the cause.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“As we noted earlier, there are many reasons why there will be variation in the performance of any particular task associated with a routine in a specific time and place.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Individuals or groups with power to identify particular performances as “routine” have the'power to turn exceptions into rules and, thus, to enact the organization in ways they think appropriate.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“A theory of organizational routines that includes agency, and, therefore, subjectivity and power, enables us to understand more about the dynamics of organizational routines and how these relate to stability, flexibility, and change in organizations.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The difference between ostensive and performative aspects helps to explain these kinds of contradictory findings and adds a level of nuance to what we mean by task variety.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Our theory draws attention to mundane features of organizational routines that may be missed when they are seen through other theoretical lenses.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Without the performative, nothing ever happens.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“For example, if nobody applies for a particular job, then interviewing is not a realistic possibility for that particular performance of the hiring routine.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
In the paper
“Other variations will be unintentional (Aldrich, 1999).”
What the sources say
- Not matchedcites Aldrich, 1999
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Knowing that there are two aspects to this behavior will help students of organizational routines sort out such contradictions when they occur.”
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In particular, they are produced by many people with different information, preferences, and interpretation, they are enacted over time and space, and they interact with other streams of action in such a way that it is not always clear where one organizational routine ends and another begins.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The conditions for stability and for change may exist in the same organization and may manifest themselves differently from one routine to another.”
Load-bearingStrength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Managers may also have power to monitor performances and enforce compliance.”
Strength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
In the paper
“To ensure functional adaptation, variation and selective retention requires an effective, consistent, selection mechanism, which may or may not be present in any given situation (Campbell, 1965, 1994).”
What the sources say
- Not matchedcites Campbell, 1965, 1994
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“By providing a vocabulary for describing the parts of organizational routines and their relationship that is consistent with current concepts in social theory, it allows us to move beyond metaphors as a way of understanding organizational routines.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Unfortunately, it is easy to confuse the ostensive aspect of the routine for the whole routine in much the same way that one might confuse the script for the play or the dictionary for the language.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In fact, the ability to use agency in the context of a performance that is otherwise highly scripted is a potent way of exerting power.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“If the gene is changing itself, then the information it carries is not stable and unchanging, as required in ecological theory.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds. It may state two separate claims as one.
In the paper
“The most routinized task units based on one measure were the least routinized basedon the other measure (and vice versa).”
What the sources say
- Not checked — no full text of the sourcecites Pentland (2003) source
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“For example, managers are usually empowered to create rules and other artifacts that document a particular version of the ostensive aspect.”
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In organization theory, the emphasis on the ostensive aspects of organizational routines has led to too much emphasis on the stability of routines and insufficient ability to understand their potential for change.”
Tests✓ Asserted: passes? Checkable: unclear✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Nevertheless, these constraints are anything but absolute, and performances within organizational routines display a great deal of variety, as the empirical studies of routines show.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes? Based: unclearIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“To the extent that individuals internalize the managerial version of the ostensive aspect of the routine, overt monitoring and enforcement may be unnecessary.”
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
None of the sources cited for this claim have been checked yet.
In the paper
“The role of agency in producing and selecting variation has been noted by Miner (1994) and Miner and Haunschild (1995), who showed that managers exercise agency as they choose both to introduce variations and to select variations produced by others.”
What the sources say
- Not checked — no full text of the sourcecites Miner (1994) source
- Not matchedcites Miner and Haunschild (1995)
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
None of the sources cited for this claim could be matched to a paper in Crossref, so there is nothing to check it against.
In the paper
“Variation and selective retention has been applied to understanding change over time in organizational forms (Hannan and Freeman, 1983; Aldrich, 1999) and also change within organizations (Baum and Singh, 1994; Miner and Haunschild, 1995; Aldrich, 1999).”
What the sources say
- Not matchedcites Hannan and Freeman, 1983
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not matchedcites Aldrich, 1999
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not matchedcites Baum and Singh, 1994
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Strength:plain· not yet calibratedCausal:correlational· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIt may state two separate claims as one.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The capacity of organizational routines to retain history can lead to inertia, but routines also generate variety.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This language, however, has systematically led us away from investigating the role of performances and innovation in creating and shaping routines and thus away from the importance of agency, subjectivity, and power.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“While it is true that routines facilitate cognitive efficiency, they also embody a selective retention of history, filtered by subjectivity and power.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The whole idea of continuous improvement could be viewed as a direct application of this basicprocess.”
Strength:hedged· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“After all, when we talk about the hiring routine or the budget routine, we are talking about the ostensive aspect.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Without the ostensive aspect, we cannot name or even see our patterns of activity, much less reproduce them.”
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“Endogenous change has been observed (e.g., Miner and Estler, 1985; Miner, 1991; Burgelman, 1994; Feldman, 2000), but it has been difficult to explain.”
What the sources say
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Variations are often necessary to manage unexpected contingencies and exceptions (Perrow, 1967); the ability to improvise an effective variation is likely to be a valued skill.”
Strength:hedged· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This new understanding of routines has methodological implications relevant to anyone studying organizational routines and substantive implications particularly relevant to scholars interested in the role organizational routines play in organizational stability and change.”
Strength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Our theory encompasses both possibilities because it pron g o ym mes display great inertia and sometimes do not.”
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The new understanding of organizational routines that we offer has implications for a variety of topics in organization theory.”
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
The paper relies on this without support.
In every organization with employees, hiring occurs more than once and is repeated over time.
“In every organization with employees, hiring occurs more than once. It is repeated over time.”
The paper relies on this without support.
Everyone cannot know everything.
“Everyone cannot know everything.”
The paper relies on this without support.
Inquiring about a person's spouse's employment in the context of the hiring routine is a violation of anti-discrimination rules.
“In the context of the hiring routine, however, it is a violation of anti-discrimination rules.”
The paper relies on this without support.
Even though prohibited, inquiring about a spouse's employment is frequently asked in the context of a job search.
“Still, even though it is prohibited, this question is frequently asked.”
The paper relies on this without support.
The intent and motivation of people performing a hiring routine is not to create, maintain, or modify the ostensive aspect of the routine but to try to hire someone.
“The intent and motivation of people performing a hiring routine is not to create, maintain, or modify the ostensive aspect of the routine but to try to hire someone.”
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
The source backs part of the claim, not all of it — or backs it for a different population, condition or comparison.
In the citing paper
“ES implementations require the interpretation and enactment of best practices, as well as configuration of technology, that are subject to improvisations and change at the enterprise level as well as local adaptations (Feldman and Pentland 2003).”
From Enterprise System Implementation and Employee Job Performance: Understanding the Role of Advice Networks1 (2014) · cites this paper as Feldman and Pentland 2003
Experimental — accuracy not yet measuredThe source backs part of the claim, not all of it — or backs it for a different population, condition or comparison.
In the citing paper
“Viewing open source licences only as ostensive objects obscures the negotiated and dynamic activities by which they are created, changed, and how people react to these changes (Wenger 1998;Feldman and Pentland 2003;Pentland and Feldman 2008;Arazy et al. 2020).”
From Freeriding and Rebellion: An Investigation of Open Source Vendor Relicensing and Member Hard Forking Events (2026) · cites this paper as Feldman and Pentland 2003
Experimental — accuracy not yet measured
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Cited by
Sorted by citations
Understanding digital transformation: A review and a research agenda
Vial, G. (2019) · The Journal of Strategic Information Systems · doi:10.1016/j.jsis.2019.01.003 · Cited by 7,337
Organizational Ambidexterity: Antecedents, Outcomes, and Moderators
Raisch, S., & Birkinshaw, J. (2008) · Journal of Management · doi:10.1177/0149206308316058 · Cited by 2,739
Sensemaking in organizations: Taking stock and moving forward
Maitlis, S., & Christianson, M. (2014) · Academy of Management Annals · doi:10.5465/19416520.2014.873177 · Cited by 1,764
“There is also strangely little work that links sensemaking and routines, notwithstanding research showing routines to be a significant source of change in organizations (Feldman, 2000; Feldman & Pentland, 2003; Rerup & Feldman, 2011).”
BackgroundThe dynamics of proactivity at work
Grant, A. M., & Ashford, S. J. (2008) · Research in Organizational Behavior · doi:10.1016/j.riob.2008.04.002 · Cited by 2,057
“In examining routines, researchers have argued that employees do not only merely react to the routines passed along by their organizations, but also engage in active efforts to create, maintain, modify, and use routines as resources (Feldman & Pentland, 2003).”
BackgroundA Theory of Racialized Organizations
Ray, V. E. (2019) · American Sociological Review · doi:10.1177/0003122418822335 · Cited by 2,182
“Mesolevel racial change may also arise endogenously from changes in organizational routines (Feldman and Pentland 2003).”
BackgroundOrganizational Learning: From Experience to Knowledge
Argote, L., & Miron‐Spektor, E. (2011) · Organization Science · doi:10.1287/orsc.1100.0621 · Cited by 2,128
“Research on routines aims to understand how recurring patterns of activities develop (Cohen & Bacdayan, 1994) and change (Feldman & Pentland, 2003).”
Leonardi, P. M. (2011) · MIS Quarterly · doi:10.2307/23043493 · Cited by 1,889
Spillane, J. P. (2005) · The Educational Forum · doi:10.1080/00131720508984678 · Cited by 1,812
Dynamic Capabilities: Routines versus Entrepreneurial Action
Teece, D. J. (2012) · Journal of Management Studies · doi:10.1111/j.1467-6486.2012.01080.x · Cited by 1,699
What are dynamic capabilities and are they a useful construct in strategic management?
Ambrosini, V., & Bowman, C. (2009) · International Journal of Management Reviews · doi:10.1111/j.1468-2370.2008.00251.x · Cited by 1,689
“The ostensive aspect of the routine is the structure or abstract understanding of the routine, and the performative aspect is the actual performance of the routine (Feldman and Pentland 2003).”
Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing
Smith, W. K., & Lewis, M. W. (2011) · Academy of Management Review · doi:10.5465/amr.2009.0223 · Cited by 1,631
“…of technological change today demands that firms simultaneously excel at both exploration and exploitation (Smith & Tushman, 2005), enabling stability and flexibility (Feldman & Pentland, 2003; Rindova & Kotha, 2001) and building contexts for learning and performance (Ghoshal & Bartlett, 1994).”
Background10 Sociomateriality: Challenging the Separation of Technology, Work and Organization
Orlikowski, W. J., & Scott, S. V. (2008) · Academy of Management Annals · doi:10.5465/19416520802211644 · Cited by 2,571
“Organization studies that have adopted this approach analyze the flow of situated action as expressed through, for example, organizational routines (Feldman & Pentland, 2003), global product development (Orlikowski, 2002), interactive strategizing (Jarzabkowski, 2005), and communities of practice…”
MethodNonaka, I., & von Krogh, G. (2009) · Organization Science · doi:10.1287/orsc.1080.0412 · Cited by 1,939
Unbundling the structure of inertia: Resource versus routine rigidity
Gilbert, C. G. (2005) · Academy of Management Journal · doi:10.5465/amj.2005.18803920 · Cited by 1,375
“Routines are defined here as repeated patterns of response involving interdependent activities that become reinforced through structural embeddedness and repeated use (Feldman & Pentland, 2003; Nelson & Winter, 1982).”
BackgroundLounsbury, M. D. (2007) · Academy of Management Journal · doi:10.5465/amj.2007.24634436 · Cited by 1,355
Theorizing Practice and Practicing Theory
Feldman, M. S., & Orlikowski, W. J. (2011) · Organization Science · doi:10.1287/orsc.1100.0612 · Cited by 1,753
Self-citationOrganizational routines: a review of the literature
Becker, M. C. (2004) · Industrial and Corporate Change · doi:10.1093/icc/dth026 · Cited by 1,322
“Only recently has this aspect been rehabilitated (Feldman, 2000, 2003; Feldman and Rafaeli, 2002; Feldman and Pentland, 2003).”
BackgroundInfluentialORGANIZATIONAL PATH DEPENDENCE: OPENING THE BLACK BOX.
SYDOW, J., SCHREYÖGG, G., & KOCH, J. (2009) · Academy of Management Review · doi:10.5465/amr.2009.44885978 · Cited by 884
“…only the present trend toward process studies, with their inevitable historical component (e.g., Pettigrew et al., 2001; Van de Ven & Poole, 2005), but also studies of organizational practices and their replicate dynamics (e.g., Feldman & Pentland, 2003; Jarzabkowski, 2008; Lawrence et al., 2001).”
BackgroundMethodSchilke, O. (2014) · Strategic Management Journal · doi:10.1002/smj.2099 · Cited by 1,264
“…capabilities are not entirely fixed as people perform them across time and space, interpret them subjectively, and ultimately introduce variations (Feldman and Pentland, 2003), Winter (2003) emphasizes that there are clear limits to the degree to which they reflect flexible action with modest…”
BackgroundHow Technology Is Changing Work and Organizations
Cascio, W. F., & Montealegre, R. (2016) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-041015-062352 · Cited by 1,450
Paradox research in management science: Looking back to move forward
Schad, J., Lewis, M. W., Raisch, S., & Smith, W. K. (2016) · Academy of Management Annals · doi:10.5465/19416520.2016.1162422 · Cited by 1,385
Microfoundations of Routines and Capabilities: Individuals, Processes, and Structure
Felin, T., Foss, N. J., Heimeriks, K. H., & Madsen, T. L. (2012) · Journal of Management Studies · doi:10.1111/j.1467-6486.2012.01052.x · Cited by 1,222
“Several studies in this area highlight the different aspects of routines (such as cognitive, structural and performative) (e.g., Cohen, 1991; Cyert and March, 1963; Feldman and Pentland, 2003; Pentland and Feldman, 2008) whereas the related work on capabilities explores how processes and event”
InfluentialBEYOND DUALISM: STABILITY AND CHANGE AS A DUALITY.
Farjoun, M. (2010) · Academy of Management Review · doi:10.5465/amr.2010.48463331 · Cited by 1,030
10 Coordination in Organizations: An Integrative Perspective
Okhuysen, G. A., & Bechky, B. A. (2009) · Academy of Management Annals · doi:10.5465/19416520903047533 · Cited by 998
Rousseau, D. M., Manning, J., & Denyer, D. (2008) · Academy of Management Annals · doi:10.5465/19416520802211651 · Cited by 1,083
Research Commentary —The Digital Transformation of Healthcare: Current Status and the Road Ahead
Agarwal, R., Gao, G. G., DesRoches, C. M., & Jha, A. K. (2010) · Information Systems Research · doi:10.1287/isre.1100.0327 · Cited by 1,088
New Practice Creation: An Institutional Perspective on Innovation
Lounsbury, M. D., & Crumley, E. T. (2007) · Organization Studies · doi:10.1177/0170840607078111 · Cited by 1,013
“A focus on performativity-driven variation provides an endogenous mechanism and useful ontological starting point to understand how institutional change is catalyzed (e.g. Feldman 2003; Feldman and Pentland 2003; Orlikowski 2000; Orlikowski et al. 1995).”
BackgroundGaffers, Gofers, and Grips: Role-Based Coordination in Temporary Organizations
Bechky, B. A. (2006) · Organization Science · doi:10.1287/orsc.1050.0149 · Cited by 961
“…structure and action are interrelated, and thus a thorough explanation of organizational activity should be both grounded in the practices of work (Barley and Kunda 2001) and also take into account the structures that are created and recreated through those practices (Feldman and Pentland 2003).”
BackgroundOrganizational routines as a unit of analysis
Pentland, B. T. (2005) · Industrial and Corporate Change · doi:10.1093/icc/dth070 · Cited by 912
“We refer to this as the ‘performative’ aspect (Feldman and Pentland, 2003).”
BackgroundInfluentialSelf-citationThe Behavioral Theory of the Firm: Assessment and Prospects
Gavetti, G., Greve, H. R., Levinthal, D. A., & Ocasio, W. C. (2012) · Academy of Management Annals · doi:10.5465/19416520.2012.656841 · Cited by 936
Dynamic Capabilities: An Exploration of How Firms Renew their Resource Base
Ambrosini, V., Bowman, C., & Collier, N. (2009) · British Journal of Management · doi:10.1111/j.1467-8551.2008.00610.x · Cited by 893
Lounsbury, M. D. (2007) · Accounting Organizations and Society · doi:10.1016/j.aos.2007.04.001 · Cited by 834
GRASPING THE LOGIC OF PRACTICE: THEORIZING THROUGH PRACTICAL RATIONALITY.
Sandberg, J., & Tsoukas, H. (2011) · Academy of Management Review · doi:10.5465/amr.2011.59330942 · Cited by 850
Optimal structure, market dynamism, and the strategy of simple rules
Davis, J. P., Eisenhardt, K. M., & Bingham, C. B. (2009) · Administrative Science Quarterly · doi:10.2189/asqu.2009.54.3.413 · Cited by 804
“For example, structure improves efficiency by constraining the behaviors of organizational members within well-established guidelines determined by rules, roles, reporting relationships, and other forms of structure (Feldman and Pentland, 2003; Rivkin and Siggelkow, 2003).”
BackgroundCoordination in Fast-Response Organizations
Faraj, S., & Xiao, Y. (2006) · Management Science · doi:10.1287/mnsc.1060.0526 · Cited by 935
Horn, I. S., & Little, J. W. (2010) · American Educational Research Journal · doi:10.3102/0002831209345158 · Cited by 762
“In particular, we adopt the conceptual frame offered by Feldman and Pentland (2003), which considers that”
MethodMicrofoundations of Internal and External Absorptive Capacity Routines
Lewin, A. Y., Massini, S., & Peeters, C. (2010) · Organization Science · doi:10.1287/orsc.1100.0525 · Cited by 743
A Pragmatist Theory of Social Mechanisms
Gross, N. (2009) · American Sociological Review · doi:10.1177/000312240907400302 · Cited by 737
Explaining Compassion Organizing
Dutton, J. E., Worline, M. C., Frost, P. J., & Lilius, J. (2006) · Administrative Science Quarterly · doi:10.2189/asqu.51.1.59 · Cited by 714
“These improvisations allowed for quick resource delivery and increased the scope and scale of resources directed to those in need, at the same time that drawing on normal work routines added legitimacy to the process (Feldman and Pentland, 2003).”
BackgroundA Dialogical Approach to the Creation of New Knowledge in Organizations
Tsoukas, H. (2009) · Organization Science · doi:10.1287/orsc.1090.0435 · Cited by 717
“Their dialogue leads them to self-distanciation insofar as, eventually , they reconsider the relevant standard operating procedure in response to a local " variation " (Feldman and Pentland 2003, p. 102).”
BackgroundEnacting Integrated Information Technology: A Human Agency Perspective
Boudreau, M.-C., & Robey, D. (2005) · Organization Science · doi:10.1287/orsc.1040.0103 · Cited by 1,071
Lampert, M., Franke, M. L., Kazemi, E., Ghousseini, H. N., Turrou, A. C., Beasley, H., Cunard, A., & Crowe, K. (2013) · Journal of Teacher Education · doi:10.1177/0022487112473837 · Cited by 767
“Learning to make judgments about what to do in a particular situation not only involves learning about students and how they engage with content but also requires learning to appreciate which elements of the situation matter (Feldman & Pentland, 2003).”
BackgroundDistrict Policy and Teachers’ Social Networks
Coburn, C. E., & Russell, J. L. (2008) · Educational Evaluation and Policy Analysis · doi:10.3102/0162373708321829 · Cited by 709
“Following Feldman and Pentland (2003), we define routines as “repetitive, recognizable patterns of interdependent actions, carried out by multiple actors” (p. 95).”
BackgroundA Competency-Based Perspective on Entrepreneurship Education: Conceptual and Empirical Insights
Morris, M. H., Webb, J. W., Fu, J., & Singhal, S. (2013) · Journal of Small Business Management · doi:10.1111/jsbm.12023 · Cited by 670
“Individuals acquire a broad cache of scripts from behaving in different situations, each of which is available to guide them through a situation with which they are familiar (Feldman and Pentland 2003; Lord and Kernan 1987).”
BackgroundCoordinating Expertise Among Emergent Groups Responding to Disasters
Majchrzak, A., Järvenpää, S. L., & Hollingshead, A. B. (2007) · Organization Science · doi:10.1287/orsc.1060.0228 · Cited by 690
“…mental models about how people should behave in emergency situations and may bring expectations about their own and others’ roles (Bechky 2006, Faraj and Xiao 2006, Moreland and Argote 2003), as well as ostensive routines (Feldman and Pentland 2003) for performing in an emergency situation.”
BackgroundBowing before Dual Gods: How Structured Flexibility Sustains Organizational Hybridity
Smith, W. K., & Besharov, M. H.-P. (2017) · Administrative Science Quarterly · doi:10.1177/0001839217750826 · Cited by 714
“Similarly, scholars distinguish between stable, “ostensive” aspects of routines and dynamic “performative” aspects which create subtle changes in routines over time (Feldman and Pentland, 2003; HowardGrenville, 2005; Pentland, Haerem, and Hillison, 2011; Turner and Rindova, 2012).”
BackgroundI-Deals: Idiosyncratic Terms in Employment Relationships
Rousseau, D. M., Ho, V. T., & Greenberg, J. (2006) · Academy of Management Review · doi:10.5465/amr.2006.22527470 · Cited by 652
Routines as a Source of Change in Organizational Schemata: The Role of Trial-and-Error Learning
Rerup, C., & Feldman, M. S. (2011) · Academy of Management Journal · doi:10.5465/amj.2011.61968107 · Cited by 683
Self-citationSuccessful Organizational Change: Integrating the Management Practice and Scholarly Literatures
Stouten, J., Rousseau, D. M., & Cremer, D. D. (2018) · Academy of Management Annals · doi:10.5465/annals.2016.0095 · Cited by 807
“Moreover, experimenting with new routines and practices can allow for greater flexibility and opportunity to practice new skills and roles (Feldman & Pentland, 2003).”
BackgroundStrategy as Practical Coping: A Heideggerian Perspective
Chia, R., & Holt, R. (2006) · Organization Studies · doi:10.1177/0170840606064102 · Cited by 678
“…been directed to the internal life of organizational routines (Feldman 1989; Feldman and Rafaeli 2002; Orr 1990; Brown and Duguid 2000) and on the micro-change processes endemic to organizational life (Langley 1999; Orlikowski 2000; Tsoukas and Chia 2002; Feldman 2000; Feldman and Pentland 2003).”
BackgroundFrom internationalization to evolution: The Uppsala model at 40 years
Vahlne, J., & Johanson, J. (2017) · Journal of International Business Studies · doi:10.1057/s41267-017-0107-7 · Cited by 733
Kang, S., & Snell, S. A. (2008) · Journal of Management Studies · doi:10.1111/j.1467-6486.2008.00776.x · Cited by 669
“Organic organizational capital provides minimal control structures, which preserve sufficient stability for coordination, but also allows some flexibility for modification and improvisation (Eisenhardt and Sull, 2001).”
BackgroundInfluentialLevinthal, D., & Rerup, C. (2006) · Organization Science · doi:10.1287/orsc.1060.0197 · Cited by 744
“However, Feldman and Pentland (2003) argue that the ostensive is not a scripted set of behaviors and that performative activity inevitably involves an element of unique enactment of these ostensive understandings, suggesting that routinized action (e.g., iteration between the ostensive and…”
BackgroundMethodInfluentialThe role of organizational learning in the opportunity-recognition process
Lumpkin, G. T., & Lichtenstein, B. B. (2005) · Entrepreneurship Theory and Practice · doi:10.1111/j.1540-6520.2005.00093.x · Cited by 590
“Additionally, the process of behavioral learning is usually incremental and iterative, involving a constant cycling between the internal development of routines and their preliminary effectiveness in the environment, often generating innovation and entrepreneurial change (Feldman & Pentland, 2003).”
BackgroundGiddens's structuration theory and information systems research
Jones, M., & Karsten, H. (2008) · Journal of the Association for Information Systems · doi:10.5555/2017378.2017385 · Cited by 570
Andrews, M., Pritchett, L. H., & Woolcock, M. J. V. (2017) · BiblioBoard Library Catalog (Open Research Library) · doi:10.1093/acprof:oso/9780198747482.001.0001 · Cited by 887
Digital transformation and the new logics of business process management
Baiyere, A., Salmela, H., & Tapanainen, T. (2020) · European Journal of Information Systems · doi:10.1080/0960085x.2020.1718007 · Cited by 693
Chia, R., & MacKay, B. (2007) · Human Relations · doi:10.1177/0018726707075291 · Cited by 533
Introduction: The Critical Power of the `Practice Lens'
Gherardi, S. (2009) · Management Learning · doi:10.1177/1350507608101225 · Cited by 526
“It is this epistemological position that links the analysis of practices with the analysis of routines—as conducted, for instance, by Feldman and Pentland (2003) and by Feldman (2000), who propose a reading of routines as practices in order to move from the analysis of routines as programmes of…”
MethodPerspectives on Innovation Processes
Garud, R. B., Tuertscher, P., & de Ven, A. H. V. (2013) · Academy of Management Annals · doi:10.5465/19416520.2013.791066 · Cited by 578
Gómez‐Mejía, L. R., Patel, P. C., & Zellweger, T. M. (2015) · Journal of Management · doi:10.1177/0149206315614375 · Cited by 543
“Building on the emerging literature about synergies in paradoxes (Farjoun, 2010; Lewis, 2000), such as change enabled by routines (M. Feldman & Pentland, 2003), investigating the tentative arguments about the synergistic effects between SEW and financial wealth seems promising (Stewart & Hitt,…”
BackgroundHumans and Technology: Forms of Conjoined Agency in Organizations
Murray, A., Rhymer, J., & Sirmon, D. G. (2021) · Academy of Management Review · doi:10.5465/amr.2019.0186 · Cited by 518
Routines Revisited: Exploring the Capabilities and Practice Perspectives
Parmigiani, A., & Howard-Grenville, J. A. (2011) · Academy of Management Annals · doi:10.5465/19416520.2011.589143 · Cited by 531
Values Work: A Process Study of the Emergence and Performance of Organizational Values Practices
Gehman, J., Treviño, L. K., & Garud, R. B. (2012) · Academy of Management Journal · doi:10.5465/amj.2010.0628 · Cited by 556
Cognition and Capabilities: A Multi-Level Perspective
Eggers, J. P., & Kaplan, S. (2013) · Academy of Management Annals · doi:10.5465/19416520.2013.769318 · Cited by 523
Co-constructing a Sense of Community at Work: The Emergence of Community in Coworking Spaces
Garrett, L. E., Spreitzer, G. M., & Bacevice, P. (2017) · Organization Studies · doi:10.1177/0170840616685354 · Cited by 506
Volberda, H., Khanagha, S., Baden‐Fuller, C. W. F., Mihalache, O. R., & Birkinshaw, J. (2021) · Long Range Planning · doi:10.1016/j.lrp.2021.102110 · Cited by 539
Framing Design Thinking: The Concept in Idea and Enactment
Carlgren, L., Rauth, I., & Elmquist, M. (2016) · Creativity and Innovation Management · doi:10.1111/caim.12153 · Cited by 625
“Building on Latour’s (1986) distinction between the ostensive and performative aspects of power (power exists both in principle and practice), Feldman and Pentland (2003) challenged the traditional understanding of organizational routines as static.”
BackgroundMethodInfluentialDynamics of Organizational Routines: A Generative Model
Pentland, B. T., Feldman, M. S., Becker, M. C., & Liu, P. (2012) · Journal of Management Studies · doi:10.1111/j.1467-6486.2012.01064.x · Cited by 468
Self-citationKonig, A. S., Kammerlander, N. H., & Enders, A. (2012) · Academy of Management Review · doi:10.5465/amr.2011.0162 · Cited by 471
“Formalization also imposes “ostensive” (Feldman & Pentland, 2003: 94) bureaucratic elements on organizational structures that slow decision making and constrict the amount of agency available for actors to “perform” routines in a path-divergent manner.”
BackgroundInfluentialRenewing Research on Problemistic Search—A Review and Research Agenda
Posen, H. E., Keil, T. J., Kim, S., & Meissner, F. D. (2017) · Academy of Management Annals · doi:10.5465/annals.2016.0018 · Cited by 482
“We propose an eclectic approach that allows organizational information processing to draw upon managerial cognition, just as Feldman and Pentland (2003) propose that individual agency plays an important role in organizational routines.”
InfluentialCreating flexible work arrangements through idiosyncratic deals.
Hornung, S., Rousseau, D. M., & Glaser, J. (2008) · Journal of Applied Psychology · doi:10.1037/0021-9010.93.3.655 · Cited by 455
“Feldman and Pentland (2003) provided evidence of the ways individual workers shape how personnel routines are executed.”
BackgroundResources in Emerging Structures and Processes of Change
Feldman, M. S. (2004) · Organization Science · doi:10.1287/orsc.1040.0073 · Cited by 474
“Moreover, scholars have also pointed out that it is the underlying dynamics of organizing that produces incremental and continuous change (March 1981, Orlikowski 1996, Tsoukas and Chia 2002, Feldman and Pentland 2003).”
BackgroundSelf-citationPractice as the Site of Knowing: Insights from the Field of Telemedicine
Nicolini, D. (2011) · Organization Science · doi:10.1287/orsc.1100.0556 · Cited by 451
Technological Embeddedness and Organizational Change
Volkoff, O., Strong, D. M., & Elmes, M. B. (2007) · Organization Science · doi:10.1287/orsc.1070.0288 · Cited by 447
“When embedded in technology, organizational elements such as routines and roles acquire a material aspect, in addition to the ostensive and performative aspects identified by Feldman and Pentland (2003).”
BackgroundMethodInfluentialCreativity and Standardization: Complementary or Conflicting Drivers of Team Effectiveness?
Gilson, L. L., Mathieu, J. E., Shalley, C. E., & Ruddy, T. M. (2005) · Academy of Management Journal · doi:10.5465/amj.2005.17407916 · Cited by 446
Beyond Routines as Things: Introduction to the Special Issue on Routine Dynamics
Feldman, M. S., Pentland, B. T., D’Adderio, L., & Lazaric, N. (2016) · Organization Science · doi:10.1287/orsc.2016.1070 · Cited by 445
“Earlier work mentions error or improvisation as a source of change in routines (e.g., Feldman and Pentland 2003).”
BackgroundMethodResultInfluentialSelf-citationIT Capabilities, Process-Oriented Dynamic Capabilities, and Firm Financial Performance
Kim, G., Shin, B., Kim, K., & Lee, H. (2011) · Journal of the Association for Information Systems · doi:10.17705/1jais.00270 · Cited by 463
“IT personnel play a role in cultivating such IT management capabilities (Feldman & Pentland, 2003; Feldman, 2000).”
BackgroundThe Persistence of Flexible Organizational Routines: The Role of Agency and Organizational Context
Howard-Grenville, J. A. (2005) · Organization Science · doi:10.1287/orsc.1050.0150 · Cited by 585
Designing routines: On the folly of designing artifacts, while hoping for patterns of action
Pentland, B. T., & Feldman, M. S. (2008) · Information and Organization · doi:10.1016/j.infoandorg.2008.08.001 · Cited by 594
“We refer to this as the ‘‘performative” aspect (Feldman & Pentland, 2003).”
MethodSelf-citationApplying organizational routines in understanding organizational change
Becker, M. C., Lazaric, N., Nelson, R. R., & Winter, S. G. (2005) · Industrial and Corporate Change · doi:10.1093/icc/dth071 · Cited by 422
“Organizational routines are malleable by deliberate managerial influence, but also change endogenously because human actors are involved in carrying out routines, and almost always have the possibility to amend the routine (Feldman, 2000, Feldman and Pentland, 2003).”
BackgroundNew Ways of Seeing through Qualitative Research
Bansal, P., Smith, W. K., & Vaara, E. (2018) · Academy of Management Journal · doi:10.5465/amj.2018.4004 · Cited by 436
Greenhalgh, T., Shaw, S., Wherton, J., Vijayaraghavan, S., Morris, J., Bhattacharya, S., Hanson, P., Campbell-Richards, D., Ramoutar, S., Collard, A., et al. (2018) · Journal of Medical Internet Research · doi:10.2196/jmir.9897 · Cited by 371
“We also drew on the notion of “organizational routines” [57,58] defined as “recognizable, repetitive patterns of interdependent action carried out by multiple actors” [59].”
Giddens’s Structuration Theory and Information Systems Research 1
Hsieh, J. J. P.-A., Rai, A., & Keil, M. (2008) · MIS Quarterly · doi:10.2307/25148831 · Cited by 446
Entrepreneurship and well-being: The role of psychological autonomy, competence, and relatedness
Shir, N., Nikolaev, B., & Wincent, J. (2018) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2018.05.002 · Cited by 476
Beyond Collective Entities: Multilevel Research on Organizational Routines and Capabilities
Salvato, C., & Rerup, C. (2010) · Journal of Management · doi:10.1177/0149206310371691 · Cited by 421
“…by early contributors to the Carnegie School (Cyert & March, 1963; March & Simon, 1958) and later extended by scholars working in this tradition (Gavetti, 2005; Gavetti & Levinthal, 2000; Gavetti et al., 2007) and related traditions (Feldman & Pentland, 2003; Pentland & Feldman, 2005, 2008).”
BackgroundInfluentialTsang, E. W. K., & Zahra, S. A. (2008) · Human Relations · doi:10.1177/0018726708095710 · Cited by 418
“As Feldman and Pentland (2003) observe, the performative aspect of routines is inherently improvisational because it is impossible to specify any routine in such detail that each specific performance can be fully determined.”
BackgroundMethodInfluentialOrganizational learning research: Past, present and future
Argote, L. (2011) · Management Learning · doi:10.1177/1350507611408217 · Cited by 455
“Research on rules (Kieser and Koch, 2008) and routines examines how recurring patterns of activities develop (Cohen and Bacdayan, 1994) and change (Feldman and Pentland, 2003).”
BackgroundMaking Self-Regulation More Than Merely Symbolic: The Critical Role of the Legal Environment
Short, J. L., & Toffel, M. W. (2010) · Administrative Science Quarterly · doi:10.2189/asqu.2010.55.3.361 · Cited by 415
“Although routines can be a source of dynamism under certain conditions (Haveman, 1992; Feldman and Pentland, 2003; Howard-Grenville, 2005), organizations are resistant to change when managers attempt to impose new routines from above (Feldman, 2003) or when the new routines are not a logical…”
Organizational Learning Processes and Outcomes: Major Findings and Future Research Directions
Argote, L., Lee, S., & Park, J. (2020) · Management Science · doi:10.1287/mnsc.2020.3693 · Cited by 463
Overcoming Institutional Voids: A Reputation‐Based View of Long‐Run Survival
Gao, C., Žužul, T., Jones, G. G., & Khanna, T. (2017) · Strategic Management Journal · doi:10.1002/smj.2649 · Cited by 410
“As his statement indicates, doing so involved not just making quality wines, but also influencing stakeholder perceptions of the firm as one deeply embedded in its industry and value chain: “To meet that requirement, you need to make quality wine… but… it’s not just about explaining quality, but…”
BackgroundMethodPrinciples for Conducting Critical Realist Case Study Research in Information Systems1
Wynn, & Williams, C. K. (2012) · MIS Quarterly · doi:10.2307/41703481 · Cited by 646
The sources of dynamism in dynamic capabilities
Salvato, C., & Vassolo, R. S. (2017) · Strategic Management Journal · doi:10.1002/smj.2703 · Cited by 462
The Role of Meetings in the Social Practice of Strategy
Jarzabkowski, P. A., & Seidl, D. N. (2008) · Organization Studies · doi:10.1177/0170840608096388 · Cited by 434
“They neither form rigid patterns nor are interconnected in the same ratios, types and combinations over time (Feldman and Pentland 2003).”
BackgroundIncomplete by Design and Designing for Incompleteness
Garud, R. B., Jain, S., & Tuertscher, P. (2008) · Organization Studies · doi:10.1177/0170840607088018 · Cited by 406
“A design trace, then, possesses the equivalents of both an osten-sive and a performative dimension (Feldman and Pentland 2003).”
BackgroundLearning Through Rare Events: Significant Interruptions at the Baltimore & Ohio Railroad Museum
Christianson, M. K., Farkas, M. T., Sutcliffe, K. M., & Weick, K. E. (2008) · Organization Science · doi:10.1287/orsc.1080.0389 · Cited by 420
“At the museum, Wilson answered reporter’s questions by cell phone from the museum’s parking lot while Williams and Johnson coordinated with Baltimore police and fire units who secured the scene.”
MethodGond, J., Cabantous, L., Harding, N., & Learmonth, M. (2016) · International Journal of Management Reviews · doi:10.1111/ijmr.12074 · Cited by 405
“For the sake of clarity, we grouped under the banner of “creative re-appropriation of performativity” the three instances of such uses of performativity we identified in OMT: performativity as constitutive communication which relates to Taylor and Cooren’s communicative approach; performativity as enacting routines wh…”
InfluentialReading Dewey: Reflections on the Study of Routine
Cohen, M. D. (2007) · Organization Studies · doi:10.1177/0170840606077620 · Cited by 402
“Frequently they have worked with the label ‘routine’ (Feldman and Pentland 2003; Kane et al. 2005; Nelson and Winter 1982), but they have also worked with closely related concepts such as ‘practices’ (Orlikowski 2002) or ‘collective mind’ (Weick and Roberts 1993), or even in Organization Studies…”
BackgroundAssessing the dynamic capabilities view: spare change, everyone?
Arend, R. J., & Bromiley, P. (2009) · Strategic Organization · doi:10.1177/1476127008100132 · Cited by 413
“Many scholars of routines would strongly disagree (March, 1994; Feldman, 2000; Feldman and Pentland, 2003).”
BackgroundWork System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future
Alter, S. (2013) · Journal of the Association for Information Systems · doi:10.17705/1jais.00323 · Cited by 436
Metadata
- Authors
- Feldman, M. S., & Pentland, B. T.
- Affiliations
- University of California, Irvine (US)
- Michigan State University (US)
- Venue
- Administrative Science Quarterly
- Publisher
- JSTOR
- Published
- 2003-03
- Volume
- 48
- Issue
- 1
- Pages
- 94-118
- ISSN
- 0001-8392 (ISSN-L)
- 1930-3815
- OpenAlex
- W2153981305
- Semantic Scholar
- d5e65a384ca9810b1cf1fac932890421db43527a
- Cited by
- 4,020
- References
- 126
- Citations by year
- 2026: 259 · 2025: 195 · 2024: 191 · 2023: 196 · 2022: 227 · 2021: 258 · 2020: 240 · 2019: 225 · 2018: 230 · 2017: 215 · 2016: 242 · 2015: 234 · 2014: 206 · 2013: 205 · 2012: 193
- FWCI
- 71.33
- Type
- journal article
- Language
- en
- Open access
- green
- www.escholarship.org
- Locations
- Administrative Science Quarterly (publishedVersion)
- eScholarship (California Digital Library) (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Social Sciences › Business, Management and Accounting › Management Information Systems › Information Systems Theories and Implementation
- Keywords
- organizational routines, organizational inertia, organizational change, organizational stability, Bruno Latour, practice theory, variation and selection, organizational flexibility
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