Edited by Dimitris G. Assimakopoulos, Ilan Oshri and Krsto Pandza
Chapter 2: Routines and technological discontinuity: an attention-based view on the organizational adaptation process
This chapter concerns the process of adopting emerging technologies within established organizations, focusing mainly on the role and implications of routines, as the repeated patterns of behaviour in firms (Feldman, 2000). Discussing the efficiency and replication of best practices as the ultimate outcome of organizational routines, many of the prior studies have studied routines as a source of rigidity in organizations (e.g. Gilbert, 2005). Conversely, another stream of research considers routines to be inherently dynamic and therefore a source of continuous change (Feldman, 2000). Despite a considerable amount of research work on the consequences of organizational routines as well as their emergence and co-evolution process, the question of in what circumstances and how routines act as enablers of adaptation and change is not fully explored. In particular, the role of the top management team (TMT) and their cognition, interpretation and sense-making in relation to an emerging technology seems to be an overlooked but important factor that puts organizational change routines in action. We focus on this aspect and discuss how managerial attention acts as a determinant of dynamicity and change in the organizational routines.
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