According to research, organizational defensive routines (ODRs) have strong and intertwined individual and organizational components. However, the literature has yet to systematically isolate and analyse ODR-triggering factors at both levels. In this paper, we shall first refer to organizational routine theory to expound the characteristics of ODRs. Next, it identifies their individual and organization-level triggers. At the individual level factors generating ODRs are general self-efficacy, locus of control, and neuroticism, while those operating at the organizational level are organizational politics, red tape, and organizational structure. Finally, the chapter explores potential damage ODRs could cause to individuals and organizations related to individuals’ job satisfaction, work engagement, organizational ambidexterity, and organizational learning. The theoretical model presented in this paper forms a foundation for a future empirical study and theoretically extends the nomological network of ODRs.

Triggers and Damages of Organizational Defensive Routines / Yang, Yumei; Secchi, Davide; Homberg, Fabian Kurt Falk. - In: PROBLEMY ZARZĄDZANIA. - ISSN 1644-9584. - 16:6(2018), pp. 85-103. [10.7172/1644-9584.80.6]

Triggers and Damages of Organizational Defensive Routines

Fabian Homberg
2018

Abstract

According to research, organizational defensive routines (ODRs) have strong and intertwined individual and organizational components. However, the literature has yet to systematically isolate and analyse ODR-triggering factors at both levels. In this paper, we shall first refer to organizational routine theory to expound the characteristics of ODRs. Next, it identifies their individual and organization-level triggers. At the individual level factors generating ODRs are general self-efficacy, locus of control, and neuroticism, while those operating at the organizational level are organizational politics, red tape, and organizational structure. Finally, the chapter explores potential damage ODRs could cause to individuals and organizations related to individuals’ job satisfaction, work engagement, organizational ambidexterity, and organizational learning. The theoretical model presented in this paper forms a foundation for a future empirical study and theoretically extends the nomological network of ODRs.
organisational defensive routines
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11385/196464
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