The role of multiple points of view in non-envisioned routine creation: Taking initiative, creating connections, and coping with misalignments

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    Abstract

    Large corporate policy changes usually take the form of a top-down approach
    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 languageEnglish
    Title of host publicationRoutine Dynamics in Action
    Subtitle of host publicationReplication and Transformation Research
    EditorsMartha S. Feldman, Luciana D'Adderio, Katharina Dittrich, Paula Jarzabkowski
    PublisherEmerald Group Publishing
    Chapter7
    Pages153–172
    Number of pages20
    ISBN (Electronic)978-1-78756-585-2
    ISBN (Print)978-1-78756-586-9
    DOIs
    Publication statusPublished - 28 May 2019

    Publication series

    NameResearch in the Sociology of Organizations
    Volume61
    ISSN (Print)0733-558X

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