The nexus between organizational routines and projectsA goal-based perspective (original) (raw)

2015

Abstract

It has long been established that routines can be sources of stability and change within organizations. It has been suggested however that an understanding of routines alone is not enough for explaining how new actions emerge in organizations. In arguing that traditional forms of organizational structure are not flexible enough to adapt to new actions (Ansoff, 1980), some theorists have proposed projects as management methods for adapting to fast changes occurring in the business environment. At the centre of this argument is the notion that organisational routine, whilst facilitating cognitive efficiency, inhibits the strategic change which projects are intended to achieve (Feldman & Pentland, 2003). This does not dismiss the fact that strategic changes originate from both routine and non-routine actions (Obstfeld, 2012), but proposes that the balance between flexibility and stability requires expounding the nexus between project and organizational routine. Interaction within proje...

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