Rituals and routines

Abstract

Purpose The terms rituals and routines are often conflated in everyday speech about teams, which betrays a common ontology. Yet these concepts have long been researched in two segregated currents of thought: one stemming from sociology and anthropology, focused on the quality of togetherness and the other from evolutionary economics, focused on market performance. The common ontology is nevertheless present in the processual nature of rituals and routines, the underlying shared reference to the “structure-action-artifact” triad and the statement that both are sources of change as well as stability. This paper aims to assess the pertinence of a joint approach. Design/methodology/approach The paper presents a historical and contrasted view on the two concepts. A comprehensive field observation of two teams in mid-term organizational change contexts, focused on collective “doings”, is reported. The tentative “binocular lens” was made of two chosen sets of variables, drawn from the theoretical fields of rituals and organizational routines. Findings The distinction between rituals and routines in people’s perception, though largely confused, nonetheless reveals the tension between variable and opposing demands for both change and stability from the team side and from the organization side. Their joint action is effective in enhancing the team’s feelings of confidence and control over its own performance and its future within the organization. Research limitations/implications This paper is supported by a comparison of only two teams, leaving room for further empirical research about the effects of endogenous rituality and localized routines on autonomy, efficiency and pride. Originality/value This paper offers a new theoretical joint view on the two concepts and explores an endogenous potential for organizational change feeding on emotional and symbolic aspects of team work.

Effects of Organisational Change Caused by The Covid-19 Pandemic Case Study: Logitrans

“…Despite experiencing challenges and setbacks including the suspension of operations at the training subsidiary and issues with international transportation brought on by border closures, Logitrans was able to keep its financial performance strong. This result is in line with the evaluation of the literature, which highlights the value of organisational stability and how it affects long-term success (Jouxtel, 2019). Financial stability was a result of Logitrans' capacity to quickly adjust and deal with the pandemic.…”

“…Overall, the analysis underscores how the pandemic disrupted supply chains across garment manufacturing, distribution, and sales, with implications for both traditional retail and online sales channels. Jouxtel (2019) emphasises the importance of organisational stability for longterm success, indicating that the implementation of organisational change procedures can significantly impact a company's stability and long-term strategy, whether positively or negatively. This highlights the necessity of studying this aspect through qualitative research.…”

“…Long-Term Views Part: The incorporation of the Long-Term Views section in the interview guide draws inspiration from Jouxtel (2019), an expert in organisational stability and change. Jouxtel's research underscores the significance of maintaining a stable work environment and highlights how change can serve as a supportive factor in ensuring stability.…”

“…Achieving predictability and a shared identity is crucial, and this is often accomplished through the establishment of routines and rituals. These practices act as stabilizing forces, promoting teamwork, reducing uncertainty, and facilitating effective communication among team members (Jouxtel, 2019).…”

“…Organisational stability is essential for long-term success because it increases resilience, promotes wise decision-making, and equips businesses to successfully ________________________________________________________________2024 / 38 2 manage challenging conditions. It is crucial to assess an organisation's stability and the extent to which that may affect its capacity to help a community (Jouxtel, 2019).…”