This is an important question: there is considerable variety in routines but one would hope that all link, some more directly than others, to the external context—but, this is where many organizations fail; by the same token, one would also hope that organizations can change routines (as needed) to better match the external context—again, this is where theory and reality diverge. A concise selection of related articles would include

• From Strategy to Practice, available at https://www.researchgate.net/publication/266478186_From_Strategy_to_Practice. This article makes the point that strategic reversals are quite commonly failures of execution. In many cases, a strategy is abandoned out of impatience or because of pressure for an instant payoff before it has had a chance to take root and yield results. Or its focal point is allowed to drift over time. To navigate a strategy, one must maintain a balance between strategizing and learning modes of thinking.
• Bridging Organizational Silos, available at https://www.researchgate.net/publication/254583135_Bridging_Organizational_Silos. This article holds that to develop and deliver products and services, large organizations rely on teams. Yet, the defining characteristics of these often hamper collaboration among different parts of the organization. The root cause is conflict: it must be accepted then actively managed. Promoting effective cross-functional teams demands that an enabling environment be built for that.
• Future Search Conferencing, available at https://www.researchgate.net/publication/286440317_Future_Search_Conferencing. This article explains that to enlist commitment, organizations depend on a clear and powerful image of the future. Future Search conferencing has emerged as a system-wide strategic planning tool enabling diverse and potentially conflicting groups to find common ground for constructive action.

Article Bridging Organizational Silos

Article From Strategy to Practice

Article Future Search Conferencing

Olivier Serrat,

Thanks for sharing your papers.

Greetings,

Rodrigo A. Rosa

Why not using a framework linking Social regulation theory (within organizations, producing routines) to neo-institutionalism? That is what has been proposed in :

-https://alfresco.uclouvain.be/alfresco/service/guest/streamDownload/workspace/SpacesStore/a16f5c09-ad62-4587-a9aa-6905e58d7ddf/WP%20ISPOLE%201_2012.pdf?guest=true (I can send you the file if required)

-Schiffino, N., Taskin, L., Donis, C. & Raone, J. (2015) Crises et risques sociétaux :

quelles logiques d’apprentissage dans les organisations publiques ? Récit d’une aventure interdisciplinaire par comparaison d’études de cas. Louvain-la-Neuve : Presses Universitaires de Louvain.

-Donis, C., Raone, J., Schiffino, N. & Taskin, L. (2015) Understanding organizational learning from societal risks. A typology for assessing organizational coherence. In Schiffino, N., Taskin, L., Donis, C. & Raone, J. (Eds.) Organizing after crisis: The challenge of learning, 207-234. Brussels: Peter Lang Publishing, coll. Public action, vol. 13.

I can send you the chapters if required.

Good luck!

Laurent

Dear Laurent Taskin,

Thank you for your suggestions. I am still open-minded for different approaches that deal with these relationships.

However, I address my inquiries in a specific field of business administration and organizational studies: routine dynamics (Feldman et. al, 2016) and microfoundations of routines and capabilities (Felin, Foss, & Ployhart, 2015). These should be my central theoretical perspectives. I believe that social regulation theory and neo-institutionalism can be two valid perspectives for linking macro to micro elements of analysis. I will read and analyze this question better.

May you send your suggestions to [email protected]?

Very grateful for the help.

Regards,

Rodrigo A. Rosa

Feldman, M. S., Pentland, B. T., D’Adderio, L., & Lazaric, N. (2016). Beyond routines as things: Introduction to the special issue on routine dynamics.

Felin, T., Foss, N. J., & Ployhart, R. E. (2015). The microfoundations movement in strategy and organization theory. The Academy of Management Annals, 9(1), 575-632.