Plans and situated actions: the problem of human-machine communication
Plans and situated actions: the problem of human-machine communication
The Soul of a New Machine
Organizational Routines as a Source of Continuous Change
Organization Science
Deliberate Learning and the Evolution of Dynamic Capabilities
Organization Science
HICSS '04 Proceedings of the Proceedings of the 37th Annual Hawaii International Conference on System Sciences (HICSS'04) - Track 8 - Volume 8
The Dynamic Value of Hierarchy
Management Science
Competitive Implications of Interfirm Mobility
Organization Science
Organizing and the Process of Sensemaking
Organization Science
Gaffers, Gofers, and Grips: Role-Based Coordination in Temporary Organizations
Organization Science
Mindfulness and the Quality of Organizational Attention
Organization Science
Designing routines: On the folly of designing artifacts, while hoping for patterns of action
Information and Organization
Organizational Character: On the Regeneration of Camp Poplar Grove
Organization Science
The Value of Moderate Obsession: Insights from a New Model of Organizational Search
Organization Science
Perspective---Administrative Behavior: Laying the Foundations for Cyert and March
Organization Science
A Dialogical Approach to the Creation of New Knowledge in Organizations
Organization Science
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This paper presents a framework for action that accounts for both how organizations get routine things done and how they pursue markedly new things through “creative projects.” Based on this framework, organizational routines and creative projects are viewed as two types of action trajectories differing with respect to their repetitiveness. An ethnographic case study of an automotive prototype-purchasing process and two initiatives to redesign that process is used to compare an organizational routine with creative projects occurring within the same organizational setting and to further explicate the framework. Case analysis reveals how projection and planning, as well as combinatorial action, knowledge articulation, and contingency management, unfold differentially in organizational routines and creative projects. This paper contributes to our understanding of different forms of organizational change and innovation. It also provides a framework to examine the role of nonroutine organizing at several levels of organizational analysis and its relationship to more routine forms of organizing.