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ICEC '03 Proceedings of the 5th international conference on Electronic commerce
Interruptive Events and Team Knowledge Acquisition
Management Science
Mindfulness and the Quality of Organizational Attention
Organization Science
A Longitudinal Field Study of Training Practices in a Collaborative Application Environment
Journal of Management Information Systems
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Journal of Engineering and Technology Management
Designing routines: On the folly of designing artifacts, while hoping for patterns of action
Information and Organization
Resilience in collaboration: technology as a resource for new patterns of action
Proceedings of the 2008 ACM conference on Computer supported cooperative work
Ownership and Evolution of Local Process Representations
INTERACT '09 Proceedings of the 12th IFIP TC 13 International Conference on Human-Computer Interaction: Part I
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Organization Science
Between meaning and machine: Learning to represent the knowledge of communities
Information and Organization
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Organization Science
Proceedings of the 16th ACM international conference on Supporting group work
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Organization Science
Microfoundations of Internal and External Absorptive Capacity Routines
Organization Science
Organizational Change and Employee Stress
Management Science
Practice as the Site of Knowing: Insights from the Field of Telemedicine
Organization Science
Progressing to the Center: Coordinating Project Work
Organization Science
Theorizing Practice and Practicing Theory
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The (N)Ever-Changing World: Stability and Change in Organizational Routines
Organization Science
Fragmentation and choreography: caring for a patient and a chart during childbirth
Proceedings of the ACM 2012 conference on Computer Supported Cooperative Work
Adaptation as design: learning from an EMR deployment study
Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
Quantum phenomena in Communities of Practice
International Journal of Information Management: The Journal for Information Professionals
Toward a Theory of Coordinating: Creating Coordinating Mechanisms in Practice
Organization Science
Journal of Engineering and Technology Management
Creative Projects: A Less Routine Approach Toward Getting New Things Done
Organization Science
A Temporal Perspective on Organizational Identity
Organization Science
Artifacts that organize: Delegation in the distributed organization
Information and Organization
Assembling Jobs: A Model of How Tasks Are Bundled Into and Across Jobs
Organization Science
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In this paper I claim that organizational routines have a great potential for change even though they are often perceived, even defined, as unchanging. I present descriptions of routines that change as participants respond to outcomes of previous iterations of a routine. Based on the changes in these routines I propose a performative model of organizational routines. This model suggests that there is an internal dynamic to routines that can promote continuous change. The internal dynamic is based on the inclusion of routine participants as agents. When we do not separate the people who are doing the routines from the routine, we can see routines as a richer phenomenon. Change occurs as a result of participants' reflections on and reactions to various outcomes of previous iterations of the routine. This perspective introduces agency into the notion of routine. Agency is important for understanding the role of organizational routines in learning and in processes of institutionalization.