Open this publication in new window or tab >>2017 (English)In: Industrial and Corporate Change, ISSN 0960-6491, E-ISSN 1464-3650, Vol. 26, no 4, p. 571-591Article in journal (Refereed) Published
Abstract [en]
In our account of the successful transformation of a software development unit at Ericsson, we show how a combination of trial-and-error learning processes, operating at the management and employee levels, can bring about routine change. In developing this explanation, we refer to the off-line/online search dichotomy as a basic way of distinguishing between how routines are tried out at management and employee levels. Furthermore, we suggest a way in which the performative view of routines can be linked to the teleological and life cycle modes of change at the level of management and employees, respectively. As a result, we arrive at a view of routines as both “inherently changeable” and directional and suggest how the combined use of managerial- and employee-level processes makes it possible to gain the benefits associated with each of them, while at the same time mitigating the effects of their shortcomings.
Place, publisher, year, edition, pages
Oxford University Press, 2017
Keywords
Management, Management of Technological Innovation and R&D
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-139495 (URN)10.1093/icc/dtw038 (DOI)000407247900003 ()
Funder
Riksbankens JubileumsfondVINNOVA
Note
Funding agencies: Riksbankens Jubileumsfond; Swedish Agency for Innovation Systems (Vinnova)
2017-08-042017-08-042017-08-28Bibliographically approved