Martha S. Feldman

Reconceptualizing Organizational Routines as a Source of Flexibility and Change

In this paper, we challenge the traditional understanding of organizational routines as creating inertia in organizations. We adapt Latours distinction between ostensive and performative to build a theory that explains why routines are a source of change as well as stability. The ostensive aspect of a routine embodies what we typically think of as the structure. The performative aspect embodies the specific actions, by specific people, at specific times and places, that bring the routine to life. We argue that the ostensive aspect enables people to guide, account for, and refer to specific performances of a routine, and the performative aspect creates, maintains, and modifies the ostensive aspect of the routine. We argue that the relationship between ostensive and performative aspects of routines creates an on-going opportunity for variation, selection, and retention of new practices and patterns of action within routines and allows routines to generate a wide range of outcomes, from apparent stability to considerable change. This revised ontology of organizational routines provides a better explanation of empirical findings than existing theories of routines and has implications for a wide range of organizational theories.

Information in Organizations as Signal and Symbol.

We are grateful for the comments of Kenneth Arrow, Kennette Benedict, Robert Biller, David Brereton, Louise Comfort, Jerry Feldman, Victor Fuchs, Anne Miner, J. Rounds, Alan Saltzstein, Guje Sevon, and J. Serge Taylor; for the assistance of Julia Ball; and for grants from the Spencer Foundation, Brookings Institution, Hoover Institution, and National Institute of Education. Formal theories of rational choice suggest that information about the possible consequences of alternative actions will be sought and used only if the precision, relevance, and reliability of the information are compatible with its cost. Empirical studies of information in organizations portray a pattern that is hard to rationalize in such terms. In particular, organizations systematically gather more information than they use, yet continue to ask for more. We suggest that this behavior is a consequence of some ways in which organizational settings for information use differ from those anticipated in a simple decision-theory vision. In particular, the use of information is embedded in social normsthat make it highly symbolic. Some of the implications of such a pattern of information use are discussed.

Theorizing Practice and Practicing Theory

This paper describes the emerging field of practice theory as it is practiced in relation to organizational phenomena. We identify three approaches---empirical, theoretical, and philosophical---that relate to the what, the how, and the why of using a practice lens. We discuss three principles of the theoretical approach to practice and offer examples of how practice theory has been used in the organizational literature and in our own research. We end with a discussion of the challenges and opportunities that practice theory affords organizational scholarship.

Organizational Routines as Sources of Connections and Understandings

Organizational routines are increasingly identified as an aspect of organizations that allows them to achieve the balance between adaptability and stability. We contribute to this discussion by showing that the connections that organizational routines make between people contribute to both stability and the ability to adapt. We argue that the connections between people that are formed as they engage together in organizational routines are important for developing understandings about both what needs to be done in a specific instance of performing a routine and about the goals of the organization that routines presumably help accomplish. Together the two sets of understandings influence organizational performance by affecting the ability of organizations to adapt to changing circumstances. These arguments lead to a general recognition of the importance to organizations of connections and the suggestion that the connections, themselves, may be an important outcome of organizational routines.

Resources in Emerging Structures and Processes of Change

In this paper I argue that understanding resources through a social practice perspective enables us to understand more about the role of resources in change. In particular, social practice theory enables us to view resources in context as mutable sources of energy rather than as stable things that are independent of context, and to analyze the reciprocal relationship between actions and resources as they change. This approach to understanding resources requires an elaboration on current social practice theory and provides a new way to understand organizational change. This perspective is used to show how resources transform in unexpected ways as a result of change in organizational routines and how this transformation of resources makes resistance to change difficult to predict.

Narrative Networks: Patterns of Technology and Organization

This paper introduces the narrative network as a device for representing patterns of “technology in use.” The narrative network offers a novel conceptual vocabulary for the description of information and communication technologies (ICTs) and their relationship to organizational forms. We argue that as ICTs have become increasingly modular and recombinable, so have organizational processes and forms. The narrative network draws on concepts from structuration theory, actor network theory (ANT), and the theory of organizational routines. A narrative network expresses the set of stories (performances) that have been, or could be, generated by combining and recombining fragments of technology in use. This paper discusses how thinking of technology and organizations as narrative networks influences our understanding of design.

Dynamics of Organizational Routines: A Generative Model

This paper introduces a generative model of organizational routines and their change over time. The model demonstrates that variation and selective retention of patterns of action are necessary and sufficient to explain the features of organizational routines that are most relevant in relation to dynamic capabilities, such as formation, inertia, endogenous change, and learning. The model directly links micro‐level actions to the macro‐level dynamics of routines. The results suggest that focusing on action provides a useful and parsimonious foundation for a theory of organizational routines and capabilities.

Perspective—Making Doubt Generative: Rethinking the Role of Doubt in the Research Process

In this paper, we want to shift the attention of our scholarly community to the living condition of doubt and its underappreciated significance for the theorizing process. Drawing on Peirces notion of abduction, we articulate the relationship between doubt and belief in the everyday imaginative work central to theorizing, and establish the role played by doubt as abductions engine in these efforts. We propose three strategic principles for engaging and using doubt in the research process. In concluding, we explore our fields overemphasis on validation to the exclusion of discovery processes and to the detriment of excellence in theorizing. We call for a broadening of our notions of “methodology” to incorporate discovery processes and to begin their explication.

Toward a Theory of Coordinating: Creating Coordinating Mechanisms in Practice

This paper uses a practice perspective to study coordinating as dynamic activities that are continuously created and modified in order to enact organizational relationships and activities. It is based on the case of Servico, an organization undergoing a major restructuring of its value chain in response to a change in government regulation. In our case, the actors iterate between the abstract concept of a coordinating mechanism referred to as end-to-end management and its performance in practice. They do this via five performative–ostensive cycles: (1) enacting disruption, (2) orienting to absence, (3) creating elements, (4) forming new patterns, and (5) stabilizing new patterns. These cycles and the relationships between them constitute a process model of coordinating. This model highlights the importance of absence in the coordinating process and demonstrates how experiencing absence shapes subsequent coordinating activity.

Distinguishing Participation and Inclusion

This article argues that participation and inclusion are independent dimensions of public engagement and elaborates the relationships of inclusion with deliberation and diversity. Inclusion continuously creates a community involved in defining and addressing public issues; participation emphasizes public input on the content of programs and policies. Features of inclusive processes are coproducing the process and content of decision making, engaging multiple ways of knowing, and sustaining temporal openness. Using a community of practice lens, we compare the consequences of participatory and inclusive practices in four processes, finding that inclusion supports an ongoing community with capacity to address a stream of issues.