The Influence of Routine Interdependence and Skillful Accomplishment on the Coordination of Standardizing and Customizing

References

• Abbott A (1981) Status and status strain in the professions. Amer. J. Sociology 86(4):819–835.Crossref, Google Scholar
• Adler PS, Goldoftas B, Levine DI (1999) Flexibility versus efficiency? A case study of model changeovers in the Toyota production system. Organ. Sci. 10(1):43–68.Link, Google Scholar
• Arnold PJ (2005) Disciplining domestic regulation: The world trade organization and the market for professional services. Accounting, Organ. Soc. 30(4):299–330.Crossref, Google Scholar
• Bechky BA (2003) Sharing meaning across occupational communities: The transformation of understanding on a production floor. Organ. Sci. 14(3):312–330.Link, Google Scholar
• Becker MC (2004) Organizational routines: A review of the literature. Indust. Corporate Change 13(4):643–678.Crossref, Google Scholar
• Bednarek R, Burke G, Jarzabkowski P, Smets M (2015) Dynamic client portfolios as sources of ambidexterity: Exploration and exploitation within and across client relationships. Long Range Planning, ePub ahead of print December 24, http://dx.doi.org/10.1016/j.lrp.2015.12.003.Google Scholar
• Birnholtz JP, Cohen MD, Hoch SV (2007) Organizational character: On the regeneration of Camp Poplar Grove. Organ. Sci. 18(2):315–332.Link, Google Scholar
• Borscheid P, James H, Gugerli D, Straumann T (2013) The Value of Risk: Swiss Re and the History of Reinsurance (Oxford University Press, Oxford, UK).Google Scholar
• Cacciatori L (2012) Resolving conflict in problem-solving: Systems of artefacts in the development of new routines. J. Management Stud. 49(8):1559–1585.Crossref, Google Scholar
• Carlile PR (2002) A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organ. Sci. 13(4):442–455.Link, Google Scholar
• Cohen MD (2007) Reading Dewey: Reflections on the study of routine. Organ. Stud. 28(5):773–786.Crossref, Google Scholar
• Cohen MD, Bacdayan P (1994) Organizational routines are stored as procedural memory. Organ. Sci. 5(4):554–568.Link, Google Scholar
• Cohen MD, Burkhart R, Dosi G, Egidi M, Marengo L, Warglien M, Winter S (1996) Routines and other recurring action patterns of organizations: Contemporary research issues. Indust. Corporate Change 5(3):653–688.Crossref, Google Scholar
• Cyert RM, March JG (1963) A Behavioral Theory of the Firm (Prentice Hall, Englewood Cliffs, NJ).Google Scholar
• D’Adderio L (2001) Crafting the virtual prototype: How firms integrate knowledge and capabilities across organizational boundaries. Res. Policy 30(9):1409–1424.Crossref, Google Scholar
• D’Adderio L (2003) Configuring software, reconfiguring memories: The influence of integrated systems on the reproduction of knowledge and routines. Indust. Corporate Change 12(2):321–350.Crossref, Google Scholar
• D’Adderio L (2004) Inside the Virtual Product: How Organizations Create Knowledge Through Software (Edward Elgar, Cheltenham, UK).Google Scholar
• D’Adderio L (2008) The performativity of routines: Theorising the influence of artifacts and distributed agencies on routines dynamics. Res. Policy 37(5):769–789.Crossref, Google Scholar
• D’Adderio L (2011) Artifacts at the centre of routines: Performing the material turn in routines theory. J. Institutional Econom. 7(2):197–230.Crossref, Google Scholar
• D’Adderio L (2014) Replication dilemma. Organ. Sci. 25(5): 1325–1350.Link, Google Scholar
• Dittrich K, Guérard S, Seidl D (2016) Talking about routines: The role of reflective talk in routine change. Organ. Sci. 27(3): 678–697.Link, Google Scholar
• Dupont-Courtade T (2013) Perceptions et couvertures des risques extrêmes en présence d’incertitudes sur les marchés de l’assurance et de la réassurance. Ph.D. thesis, Paris School of Economics, Université Paris, Paris.Google Scholar
• Empson L (2001) Fear of exploitation and fear of contamination: Impediments to knowledge transfer in mergers between professional service firms. Human Relations 54(7):839–862.Crossref, Google Scholar
• Empson L, Muzio D, Broschak J, eds. (2015) The Oxford Handbook of Professional Service Firms (Oxford University Press, New York).Google Scholar
• Feldman MS (2000) Organizational routines as a source of continuous change. Organ. Sci. 11(6):611–629.Link, Google Scholar
• Feldman MS (2003) A performative perspective on stability and change in organizational routines. Indust. Corporate Change 12(4): 727–752.Crossref, Google Scholar
• Feldman MS (2015) Routines as process: Past, present and future. Howard-Grenville J, Rerup C, Langley A, Tsoukas H, eds. Organizational Routines: How They are Created, Maintained, and Changed. Perspectives on Process Organization Studies Series, Vol. 5 (Oxford University Press, Oxford, UK), 23–46.Google Scholar
• Feldman MS, Orlikowski WJ (2011) Theorizing practice and practicing theory. Organ. Sci. 22(5):1240–1253.Link, Google Scholar
• Feldman MS, Pentland BT (2003) Reconceptualizing organizational routines as a source of flexibility and change. Admin. Sci. Quart. 48(1):94–118.Crossref, Google Scholar
• Feldman MS, Rafaeli A (2002) Organizational routines as sources of connections and understandings. J. Management Stud. 39(3):309–331.Crossref, Google Scholar
• Greenwood R, Hinings C, Brown J (1990) P2-form strategic management: Corporate practices in professional partnerships. Acad. Management J. 33(4):725–755.Crossref, Google Scholar
• Guba EG, Lincoln YS (1985) Naturalistic Inquiry (Sage, London).Google Scholar
• Hilligoss B, Cohen MD (2011) Hospital handoffs as multifunctional situated routines: Implications for researchers and administrators. Blair JD, Fottler MD, eds. Biennial Review of Health Care Management. Advances in Health Care Management, Vol. 11 (Emerald Group Publishing Limited, Bingley, UK), 91–132.Crossref, Google Scholar
• Howard-Grenville J (2005) The persistence of flexible organizational routines: The role of agency and organizational context. Organ. Sci. 16(6):618–636.Link, Google Scholar
• Jarzabkowski P, Bednarek R, Cabantous L (2015) Conducting global team-based ethnography: Methodological challenges and practical methods. Human Relations 68(1):3–33.Crossref, Google Scholar
• Jarzabkowski P, Bednarek R, Lê JK (2014) Producing persuasive findings: Demystifying ethnographic textwork in strategy and organization research. Strategic Organ. 12(4):274–287.Crossref, Google Scholar
• Jarzabkowski P, Bednarek R, Spee AP (2015) Making a Market for Acts of God: The Practice of Risk-Trading in the Global Reinsurance Industry (Oxford University Press, Oxford, UK).Crossref, Google Scholar
• Jarzabkowski P, Bednarek R, Spee AP (2016) The role of artifacts in establishing connectivity within professional routines. Rerup C, Howard-Grenville J, Langly A, Tsoukas H, eds. Organizational Routines: How They are Created, Maintained, and Changed. Perspectives on Process Organization Studies Series, Vol. 5 (Oxford University Press, Oxford, UK), 117–139.Crossref, Google Scholar
• Jarzabkowski P, Le JK, Feldman M (2012) Toward a theory of coordinating: Creating coordinating mechanisms in practice. Organ. Sci. 23(4):907–927.Link, Google Scholar
• Jones C, Hesterly WS, Fladmoe-Lindquist K, Borgatti SP (1998) Professional service constellations: How strategies and capabilities influence collaborative stability and change. Organ. Sci. 9(3):396–410.Link, Google Scholar
• Kellogg KC, Orlikowski WJ, Yates J (2006) Life in the trading zone: Structuring coordination across boundaries in postbureaucratic organizations. Organ. Sci. 17(1):22–44.Link, Google Scholar
• Langley A (1999) Strategies for theorizing form process data. Acad. Management Rev. 24(4):691–710.Crossref, Google Scholar
• Larsson R, Bowen DE (1989) Organization customer: Managing design and coordination of services. Acad. Management Rev. 14(2):213–233.Crossref, Google Scholar
• Lazaric N, Denis B (2005) Routinization and memorization of tasks in a workshop: The case of the introduction of ISO norms. Indust. Corporate Change 14(5):873–896.Crossref, Google Scholar
• LeBaron C, Christianson MK, Garrett L, Ilan R (2016) Coordinating flexible performance during everyday work: An ethnomethodological study of handoff routines. Organ. Sci. 27(3): 514–534.Link, Google Scholar
• Leonardi P (2011) When flexible routines meet flexible technologies: Affordance, constraint, and the imbrications of human and material agencies. Management Inform. Systems Quart. 35(1):147–167.Crossref, Google Scholar
• Levinthal D, Rerup C (2006) Crossing an apparent chasm: Bridging mindful and less-mindful perspectives on organizational learning. Organ. Sci. 17(4):502–513.Link, Google Scholar
• Løwendahl BR, Revang Ø, Fosstenløkken SM (2001) Knowledge and value creation in professional service firms: A framework for analysis. Human Relations 54(7):911–931.Crossref, Google Scholar
• Maister D (1993) Managing the Professional Service Firm (Free Press, New York).Google Scholar
• Majchrzak A, More PH, Faraj S (2012) Transcending knowledge differences in cross-functional teams. Organ. Sci. 23(4):951–970.Link, Google Scholar
• Nelson RR, Winter SG (1982) An Evolutionary Theory of Economic Change (Harvard University Press, Cambridge, MA).Google Scholar
• Orlikowski WJ (2002) Knowing in practice: Enacting a collective capability in distributed organizing. Organ. Sci. 13(3):249–273.Link, Google Scholar
• Parmigiani A, Howard-Grenville J (2011) Routines revisited: Exploring the capabilities and practice perspectives. Acad. Management Ann. 5(1):413–453.Crossref, Google Scholar
• Pentland BT, Feldman MS (2005) Organizational routines as a unit of analysis. Indust. Corporate Change 14(5):793–815.Crossref, Google Scholar
• Pentland BT, Feldman MS (2008) Designing routines: On the folly of designing artifacts, while hoping for patterns of action. Inform. Organ. 18(4):235–250.Crossref, Google Scholar
• Pentland BT, Rueter HH (1994) Organizational routines as grammars of action. Admin. Sci. Quart. 39(3):484–510.Crossref, Google Scholar
• Pentland BT, Feldman MS, Becker M, Liu P (2012) Dynamics of organizational routines. A generative model. J. Management Stud. 49(8):1484–1508.Crossref, Google Scholar
• Rerup C, Feldman MS (2011) Routines as a source of change in organizational schema: The role of trial-and-error learning. Acad. Management J. 54(3):577–610.Crossref, Google Scholar
• Sharma A (1997) Professional as agent: Knowledge asymmetry in agency exchange. Acad. Management Rev. 22(3):758–798.Crossref, Google Scholar
• Silverman D (2001) Interpreting Qualitative Data. Methods for Analysing Talk, Text and Interaction, 2nd ed. (Sage, London).Google Scholar
• Smets M, Morris TIM, Greenwood R (2012) From practice to field: A multilevel model of practice-driven institutional change. Acad. Management J. 55(4):877–904.Crossref, Google Scholar
• Stene EO (1940) An approach to a science of administration. Amer. Political Sci. Rev. 34(6):1124–1137.Crossref, Google Scholar
• Strauss AL, Corbin J (1998) Basics of Qualitative Research, Techniques and Procedures for Developing Grounded Theory, 2nd ed. (Sage, London).Google Scholar
• Thompson JD (1967) Organizations in Action: Social Science Bases of Administrative Theory (McGraw-Hill, New York).Google Scholar
• Turner S, Rindova V (2012) A balancing act: How organizations pursue consistency in routine functioning in the face of ongoing change. Organ. Sci. 23(1):24–46.Link, Google Scholar
• Weeks J, Galunic C (2003) A theory of the cultural evolution of the firm: The intra-organizational ecology of memes. Organ. Stud. 24(8):1309–1352.Crossref, Google Scholar
• Zbaracki MJ, Bergen M (2010) When truces collapse: A longitudinal study of price adjustment routines. Organ. Sci. 21(5):955–972.Link, Google Scholar