Organizational Routines as a Source of Continuous Change
Organization Science
Deliberate Learning and the Evolution of Dynamic Capabilities
Organization Science
Re-Embedding Situatedness: The Importance of Power Relations in Learning Theory
Organization Science
Selling Technology: The Changing Shape of Sales in an Information Economy (Collection on Technology and Work)
Enabling Courageous Collective Action: Conversations from United Airlines Flight 93
Organization Science
Social Reality, the Boundaries of Self-Fulfilling Prophecy, and Economics
Organization Science
How and Why Theories Matter: A Comment on Felin and Foss (2009)
Organization Science
Attentional Triangulation: Learning from Unexpected Rare Crises
Organization Science
Theorizing Practice and Practicing Theory
Organization Science
Purpose and Progress in the Theory of Strategy: Comments on Gavetti
Organization Science
Toward a Theory of Coordinating: Creating Coordinating Mechanisms in Practice
Organization Science
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We analyze the microfoundations of the routine in a study of price-adjustment processes at a manufacturing firm. Existing theory says that truces balance cognitive and motivational differences across functions, but there is scant evidence on how truces work. We show both stability and change in routines. For minor price adjustments, routines incorporate truces in stable but separate market interpretations by the sales and marketing groups. Major price changes put truces at risk, as latent conflict over information and interests becomes overt. The ensuing battle shows how interests, information, and truces are intertwined in performing the routine. Routines are not just stable entities, but adaptive performances that include conflict. We illustrate how our approach addresses fundamental problems such as how firms perform economics, how routines incorporate economic theory, and how routines shape macroeconomic dynamics. We argue that our approach can be extended to any routine-based organizational work.