Chapter 9: The Influence of Artefacts and Distributed Agencies on Routines’ Dynamics: From Representation to Performation
9. The inﬂuence of artefacts and distributed agencies on routines’ dynamics: from representation to performation* Luciana D’Adderio INTRODUCTION 1. As a unit of analysis, routines represent an invaluable resource to capture organizational change (Simon, 1947; Cyert and March, 1963; Nelson and Winter, 1982; Becker et al., 2005; Pentland and Feldman, 2005a). Revealing the internal structure of routines can provide useful insights into many of the basic questions of Organization Science (Pentland and Feldman, 2005a). Yet, the complexity of this endeavour has meant that Routine Theory to date has only just begun to address the routines dynamics that underpin core organizational phenomena such as learning, change and adaptation. In particular, notwithstanding the important recent advances in this debate, we are still short of a full theoretical understanding and empirical characterization of the micro-level dynamics that underpin routines’ evolution. These include the dynamics of interaction between diﬀerent aspects of routines and the inﬂuence of artefacts and agencies on routines evolution. This gap in the theory has been exposed by authors who have advocated the need to unravel routines’ and capabilities’ internal dynamics (Pentland and Rueter, 1994; Cohen et al., 1996; Feldman, 2000; Lazaric and Denis, 2001; Zollo and Winter, 2002; Feldman and Pentland, 2003; D’Adderio, 2001, 2003; Becker et al., 2005; Pentland and Feldman, 2005a). This work has pointed to the need to ‘open up the routines black box’ to analyse the interactions between diﬀerent sides, or aspects, of routines. Categories introduced to capture the routines’ internal mechanisms...
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