Bringing People Back in: How Group Internal Social Capital Influences Routines' Emergence

Sargis-Roussel, C.; Belmondo, Cécile; Deltour, François

doi:10.1111/emre.12100

Cited by 20 publications

(18 citation statements)

References 75 publications

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“…Moreover, Felin et al (2012) focus their attention on emerging routines and capabilities through three primary micro-level categories, namely, individuals, social processes, and structure. How do the relationships among members of a given group affect the emergence of new routines is at the centre of Sargis-Roussel et al ’s (2017) research. The mechanisms of emerging organizational routines (and capabilities in general) encompassing lower level entities have also been emphasized by Foss et al (2012) who suggest elucidating a model of firm evolution that includes micro-level factors in the context of more collective-level dynamics.…”

Section: The Emergence Of Organizational Routinesmentioning

confidence: 99%

Demystifying emergence of organizational routines

Stańczyk-Hugiet

Piórkowska

Stańczyk

2017

JOCM

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Purpose The purpose of this paper is to discourse the essence and utility of (re)emergence theory as the starting point of understanding and interpreting organizational routines dynamics as well as to propose a conceptual framework reflecting both epistemological and methodological value as the keystone of analysing the rationale of organizational routines and the process of their emergence. Design/methodology/approach The paper is based on extensive literature studies. Findings Referring to the research problem concerning the reconciliation organizational routines and the emergence phenomenon, the findings complement the insights of the dominant theoretical perspectives in organizational routine theory, providing a more comprehensive understanding of organizational dynamics by directly addressing the heretofore intractable phenomenon of emergence. In addition, it is going to be a well-justified epistemological base to operationalize routines – not only per se, but also with regard to the mechanisms enacted. Originality/value Routines change over time and the current studies results are not sufficient to understand these changes yet. Interpreting organizational routines from the emergence theory perspective reveals their soft, indeterministic, and unpredictable nature and ought to render the scholars dealing with that phenomenon interpretatively and methodologically cautious. Emergence is a priori embedded in organizational routines’ context. The considerations included in the paper are salient regarding ontological and epistemological issues as they emphasize specific thought and research directions in the field of organization study eventually. Emergence ideas may play a part in discussions of spontaneous order, particularly by implementing it to routines construct. A major issue is the role of these ideas and processes within organizational evolution.

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Section: The Emergence Of Organizational Routinesmentioning

confidence: 99%

Demystifying emergence of organizational routines

Stańczyk-Hugiet

Piórkowska

Stańczyk

2017

JOCM

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“…Mindful reflexivity – a right mindfulness approach to moral reflexivity (Vu and Burton, 2020) – can encourage organizational social capital by encouraging learning from past experiences, detaching self‐interest, and foregoing ego in order to adjust personal beliefs and values to the context. Developing mindful reflexivity is central to creating the type of work routines (e.g., Sargis‐Roussel et al, 2017) that centre upon silence, stillness, and inward reflection where group relational closeness can be both developed and flourish.…”

Section: Discussionmentioning

confidence: 99%

The Light and the Dark of Mindful Social Capital: Right Mindfulness and Social Capital Development

Burton

2020

European Management Review

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Despite the literatures on spirituality and social capital development remaining largely disconnected, we address how right mindfulness encourages organizational-level social capital. We connect the philosophical foundations of 'right mindfulness' to bonding and bridging social capital, and the structural, relational and cognitive dimensions of social capital. We conclude that a skilful approach to right mindfulness, coupled with organizational learning heuristics, has much to offer the conversation on social capital development, and yet its potential has not been fully recognized. Despite this promise, we draw attention to a 'dark side' to the co-optation by organizations of mindfulness practices and draw some further boundary conditions. We argue that a secular interpretation of right mindfulness limits its potential in organizational contexts. We conclude with managerial implications and pathways for future research.

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“…Since what is crucial is the presence of shared schemata, the broader organizational context hosting the source routine matters. The organizational context can foster interpersonal relationships between organizational members, and the exchange of information and knowledge between them (Feldman and Rafaeli, 2002; Sargis‐Roussel et al, 2017). In other words, the organizational context can generate, foster and nurture the social capital of the firm (Nahapiet and Ghoshal, 1998).…”

Section: Discussionmentioning

confidence: 99%

Can Routines be Inherited? A Microfoundational Approach to Spinoffs

Furlan

Grandinetti

2020

European Management Review

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We advance a microfoundational framework of routine inheritance that solves the conundrum arising from the twofold argument of the extreme difficulty for spinoffs to inherit routines and the (apparent) abundant empirical evidence of the existence of such inheritance. Our framework has three parts to the routine inheritance process: the 'what' (i.e., what can be inherited from a routine); the 'who' (i.e., who can be the actors in the inheritance); and the 'how' (i.e., how can the inheritance be facilitated by the presence of artifacts, in particular, standard operating procedures). Implications for the spinoff literature as well as for the literature on routine dynamics are derived and discussed.

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Bringing People Back in: How Group Internal Social Capital Influences Routines' Emergence

Abstract: International audienc

Cited by 20 publications

References 75 publications

Demystifying emergence of organizational routines

Demystifying emergence of organizational routines

The Light and the Dark of Mindful Social Capital: Right Mindfulness and Social Capital Development

Can Routines be Inherited? A Microfoundational Approach to Spinoffs

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