International audienceBuilding on an in-depth ethnographic study at a renowned research laboratory, we show how the interactions oforganizational routines can be more or less generative by tracing and analyzing how human and nonhuman actors(actants) connect routines. Adopting a performative perspective, we compare the connecting of such actants and study howthey are engaged in routine performances. We relate observed differences in the generativity of routine interactions to whetheractants become mediators or intermediaries. Whereas intermediaries merely maintain connections between routines, mediatorscan modify them when performing routine connections. We identify three generative effects mediators can lead to: (1) thecreation of innovative outcomes, (2) the adaptation of existing routine performances, and/or (3) the emergence of new routineperformances. Similar to the conception of organizational routines as dynamic and generative systems, we show that the wayactants operate through their engagement renders routine interactions and thus ecologies of routines more or less generative

No abstract

No abstract

No abstract

Organisationale Wertschöpfung wird zunehmend komplexer. Das St. Galler Management-Modell präsentiert dafür zwei Perspektiven: Die Aufgabenperspektive erörtert die Gestaltungsfelder einer integrativen Management-Praxis im Zusammenspiel von Umwelt, Organisation und Management. Die Praxisperspektive beleuchtet die Voraussetzungen einer wirksamen und verantwortungsbewussten Management-Praxis. Diese neueste Fassung des St. Galler Management- Modells integriert alle bisherigen Versionen des SGMM und legt ein besonderes Gewicht auf eine gute didaktische Vermittlung.