Operationalising organisational routines for science and technology management: An exploratory study

被引：0

作者：

Franczak J. ^{[1
]}

Mote J. ^{[2
]}

机构：

[1] Department of Management, University of New Hampshire, Durham, 03824, NH

[2] Department of Organizational Sciences and Communication, George Washington University, Washington, 20011, DC

来源：

International Journal of Technology, Policy and Management | 2018年 / 18卷 / 03期

关键词：

Innovation; Management; Organisational routines; Science; Technology;

D O I：

10.1504/IJTPM.2018.093853

中图分类号：

学科分类号：

摘要：

This paper explores an approach to the operationalisation of organisational routines. This effort builds on recent work that argues for the utilisation of organisational routines as the unit of analysis to assess individual and organisational behavioural changes that might result from innovation policies. However, a significant challenge in utilising organisational routines has been in the operationalisation of the concept. In this paper, we adopt a previously developed technology management routine framework and operationalise routines using existing survey data using the allocation of time spent in different research tasks as a proxy for routines. Hypotheses are developed that test the impact of routine categorisations on the innovation attributes of a research environment and job satisfaction of employees and tested using survey data from a research organisation focused on atmospheric research. We conclude with a discussion of the results and the need for a better understanding of routines in the management of scientific and technological research. © 2018 Inderscience Enterprises Ltd.

引用

页码：272 / 290

页数：18

共 46 条

[1] Akgun A.E., Byrne J.C., Lynn G.S., Keskin H., New product development in turbulent environments: Impact of improvisation and unlearning on new product performance, Journal of Engineering and Technology Management, 24, 3, pp. 203-230, (2007)
[2] Becker M.C., Organizational routines: A review of the literature, Industrial and Corporate Change, 13, 4, pp. 643-678, (2004)
[3] Becker M.C., A framework for applying organizational routines in empirical research: Linking antecedents, characteristics and performance outcomes of recurrent interaction patterns, Industrial and Corporate Change, 14, 5, pp. 817-846, (2005)
[4] Becker M.C., Knudsen T., The role of routines in reducing pervasive uncertainty, Journal of Business Research, 58, 6, pp. 746-757, (2005)
[5] Becker M.C., Lazaric N., Nelson R.R., Winter S.G., Applying organizational routines in understanding organizational change, Industrial and Corporate Change, 14, 5, pp. 775-791, (2005)
[6] Clarysse B., Wright M., Mustar P., Behavioural additionality of R&D subsidies: A learning perspective, Research Policy, 38, 10, pp. 1517-1533, (2009)
[7] Clarysse B.I.C., Study and Evaluation of Behavioural Additionality in R&D Subsidies, Brussels, (2006)
[8] Cohen M.D., Bacdayan P., Organizational routines are stored as procedural memory: Evidence from a laboratory study, Organization Science, 5, 4, pp. 554-568, (1994)
[9] Cohen M.D., Sproull L.S., Organisational Learning, (1996)
[10] Cohen M.D., Burkhart R., Dosi G., Egidi M., Marengo L., Warglien M., Winter S., Routines and other recurring action patterns of organizations: Contemporary research issues, Industrial and Corporate Change, 5, 3, pp. 653-698, (1996)

← 1 2 3 4 5 →