Abstract
based on a clearly envisioned routine and an implementation plan. Yet, the
authors report on a study of a bottom-up approach in which key members of
a service company created a new hiring routine that supported a companywide
new human resource management (HRM) hiring policy without any
prior envisioned plan. We pay particularly close attention to the perspectives of
this company’s HRM professionals, line managers, and middle-level managers.
The authors used the literature on routine dynamics to examine in detail which
actions were taken by key members in this organization to create the new hiring
routine. Through in-depth interviews, the authors found that line managers,
HRM professionals, and middle-level managers significantly differed in their
points of view regarding their role in the new hiring routine, and how it should
work best. As a result of these different points of view, the actors took different actions that nonetheless contributed to building the new routine including creating new internal and external connections, supplying expertise, and ensuring oversight of the new way of hiring. The authors also observed that the creation of this new routine also implied conflicts as a result of different points of view and actions. Nonetheless, the end result was the establishment of a new
company-wide accepted hiring routine that even surpassed the expectations of
top management. With this study, the authors contribute to the literature on
routine dynamics by demonstrating the generative potential of multiple points
of view and conflicts in creating new routines involved in large corporate policy
change by showing how misalignments between the actors’ perspectives do not
need to hamper the creation of new action patterns but rather support it.
| Original language | English |
|---|---|
| Title of host publication | Routine Dynamics in Action |
| Subtitle of host publication | Replication and Transformation Research |
| Editors | Martha S. Feldman, Luciana D'Adderio, Katharina Dittrich, Paula Jarzabkowski |
| Publisher | Emerald Group Publishing |
| Chapter | 7 |
| Pages | 153–172 |
| Number of pages | 20 |
| ISBN (Electronic) | 978-1-78756-585-2 |
| ISBN (Print) | 978-1-78756-586-9 |
| DOIs | |
| Publication status | Published - 28 May 2019 |
Publication series
| Name | Research in the Sociology of Organizations |
|---|---|
| Volume | 61 |
| ISSN (Print) | 0733-558X |
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The role of multiple points of view in non-envisioned routine creation : Taking initiative, creating connections, and coping with misalignments. / van Mierlo, Jorrit ; Loohuis, Raymond Petrus Antonius; Bondarouk, Tatiana .
Routine Dynamics in Action: Replication and Transformation Research. ed. / Martha S. Feldman; Luciana D'Adderio; Katharina Dittrich; Paula Jarzabkowski. Emerald Group Publishing, 2019. p. 153–172 (Research in the Sociology of Organizations; Vol. 61).Research output: Chapter in Book/Report/Conference proceeding › Chapter › Academic › peer-review
TY - CHAP
T1 - The role of multiple points of view in non-envisioned routine creation
T2 - Taking initiative, creating connections, and coping with misalignments
AU - van Mierlo, Jorrit
AU - Loohuis, Raymond Petrus Antonius
AU - Bondarouk, Tatiana
PY - 2019/5/28
Y1 - 2019/5/28
N2 - Large corporate policy changes usually take the form of a top-down approachbased on a clearly envisioned routine and an implementation plan. Yet, theauthors report on a study of a bottom-up approach in which key members ofa service company created a new hiring routine that supported a companywidenew human resource management (HRM) hiring policy without anyprior envisioned plan. We pay particularly close attention to the perspectives ofthis company’s HRM professionals, line managers, and middle-level managers.The authors used the literature on routine dynamics to examine in detail whichactions were taken by key members in this organization to create the new hiringroutine. Through in-depth interviews, the authors found that line managers,HRM professionals, and middle-level managers significantly differed in theirpoints of view regarding their role in the new hiring routine, and how it shouldwork best. As a result of these different points of view, the actors took different actions that nonetheless contributed to building the new routine including creating new internal and external connections, supplying expertise, and ensuring oversight of the new way of hiring. The authors also observed that the creation of this new routine also implied conflicts as a result of different points of view and actions. Nonetheless, the end result was the establishment of a newcompany-wide accepted hiring routine that even surpassed the expectations oftop management. With this study, the authors contribute to the literature onroutine dynamics by demonstrating the generative potential of multiple pointsof view and conflicts in creating new routines involved in large corporate policychange by showing how misalignments between the actors’ perspectives do notneed to hamper the creation of new action patterns but rather support it.
AB - Large corporate policy changes usually take the form of a top-down approachbased on a clearly envisioned routine and an implementation plan. Yet, theauthors report on a study of a bottom-up approach in which key members ofa service company created a new hiring routine that supported a companywidenew human resource management (HRM) hiring policy without anyprior envisioned plan. We pay particularly close attention to the perspectives ofthis company’s HRM professionals, line managers, and middle-level managers.The authors used the literature on routine dynamics to examine in detail whichactions were taken by key members in this organization to create the new hiringroutine. Through in-depth interviews, the authors found that line managers,HRM professionals, and middle-level managers significantly differed in theirpoints of view regarding their role in the new hiring routine, and how it shouldwork best. As a result of these different points of view, the actors took different actions that nonetheless contributed to building the new routine including creating new internal and external connections, supplying expertise, and ensuring oversight of the new way of hiring. The authors also observed that the creation of this new routine also implied conflicts as a result of different points of view and actions. Nonetheless, the end result was the establishment of a newcompany-wide accepted hiring routine that even surpassed the expectations oftop management. With this study, the authors contribute to the literature onroutine dynamics by demonstrating the generative potential of multiple pointsof view and conflicts in creating new routines involved in large corporate policychange by showing how misalignments between the actors’ perspectives do notneed to hamper the creation of new action patterns but rather support it.
U2 - 10.1108/s0733-558X20190000061008
DO - 10.1108/s0733-558X20190000061008
M3 - Chapter
SN - 978-1-78756-586-9
T3 - Research in the Sociology of Organizations
SP - 153
EP - 172
BT - Routine Dynamics in Action
A2 - Feldman, Martha S.
A2 - D'Adderio, Luciana
A2 - Dittrich, Katharina
A2 - Jarzabkowski, Paula
PB - Emerald Group Publishing
ER -