Mindfully performed organisational routines: reconciling the stability and change duality view

Abstract

Purpose The purpose of this paper is to provide a process model on how mindfully performed organisational routines can simultaneously enable organisational stability and organisational change. Design/methodology/approach Via conceptual analysis, the authors develop several propositions and a process model integrating the theory of mindfulness and performative aspects of organisational routines with organisational stability and change. To do so, the authors review the literature on organisational routines, mindfulness, stability, inertia and change. Findings First, the authors demonstrate that, based on levels of mindfulness employed, performative aspects of organisational routines can be categorised as mindless, mindful and collectively mindful (meta-routines). Second, in the process model, the authors position the mindless performance of routines as enabling organisational stability, mediated through inertial pressure and disabling change, mediated through constrained change capacities. Finally, the authors state that engaging routines with mindfulness at an individual (mindful routines) or collective (meta-routines) level reduces inertia and facilitates change. Such simultaneous engagement leads to either sustaining stability when required or implementing continuous organisational change. Research limitations/implications The framework uses continuous, versus episodic, change; future research can consider the model’s workability with episodic change. Future research can also seek to empirically validate the model. The authors hope that this model informs research in organisational change and provides guidance on addressing organisational inertia. Originality/value To the best of the authors’ knowledge, this study is the first to categorise the performative aspects of organisational routine based on the extent of mindfulness employed and propose that mindfulness-based practice of routines stimulates either inertia-induced or inertia-free stability and continuous change.

The role and factors impacting virtual human resource management capacity to build remote teams' effectiveness and retention

“…In fitting conditions, TVs communicate efficiently and support trust in their organization (Quade et al, 2020, Velez-Calle et al, 2020. Research shown that under good conditions, virtual communication is suitable for VTs operation and performance; but the process of adaptation and support needs to be in place (Shaik et al, 2021). Thus, this study resulted in accordance with Aranaz-Andrés et al (2021), Ipsen et al (2021 showing virtual technologies may result into work-life balance issues.…”

“…In such environment, it was explained that the management needs to have full control over the process and work tasks, and each VT member have to work independently on each one´s part of a task (Lukić & Vračar, 2018). The final production is then processed by another team, as periodically seen in key projects, such as national security (Tenopir et al, 2011). Moreover, a common vision and aim is the key as it significantly stimulates each team and also improves trust among VT members and leadership.…”

“…Manea et al (2021) state that efficient VTs need to possess independence or have to be composed of specialists who are independent and able to achieve set goals without high involvement of supervisor. Shaik et al (2021) stressed that to achieve requested results, VTs have to be trained to gain adequate competences relevant to the goal and develop milestones according to the organizational rules and regulations. Gallego et al ( 2021) added that solely VTS that are informed and using function communication channels are able to achieve required outputs and performance.…”

“…Each job position requires different competencies that lead to optimum outputs and performance. Manea et al (2021) and Shaik et al (2021)…”

Organizational Routines and Digital Transformation: An Analysis of How Organizational Routines Impact Digital Transformation Transition in a Saudi University

“…This shows that digital transformation can initiate new ways of obtaining information and knowledge, thus influencing decisions and changes in aspects such as structure and/or behavior. On the other hand, organizational routines can halt change [58], thus influencing the result of organizational transformation led by digital technologies. Organizational routines influence the use of technology (e.g., [59]), and so digital transformation alters how technologies influence routines, which may alter its potential.…”