Synthesising the paradox of organisational routine flexibility and stability: a processual view
by Vesa Peltokorpi
International Journal of Technology Management (IJTM), Vol. 41, No. 1/2, 2008

Abstract: Organisational routines have paradoxically been recognised as one of the most important elements of both stability and flexibility in organisational behaviour. Identifying routines as sources of stability, macro-level theories tend to overlook micro-level subjective aspects, such as tacit knowledge, intrinsic motivation, and values. Drawing from the knowledge-creation theory (Nonaka, 1994), this paper synthesises the micro and macro, and the subjective and objective dimensions of organisational routines. Organisational routines are described as sources for stability and flexibility, enabling and constraining thought and action of organisational actors. Examples of routines are provided from two Japanese automakers, Honda and Toyota, to describe a dynamic interaction among individuals and their work environment. Conclusions and research limitations are provided.

Online publication date: Sun, 02-Dec-2007

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Technology Management (IJTM):
Login with your Inderscience username and password:

    Username:        Password:         

Forgotten your password?


Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com