Changing routine: Reframing performance management within a multinational

P. Stiles, E. Farndale, S.S. Morris, J. Paauwe, G.K. Stahl, J. Trevor, P.M. Wright

Research output: Contribution to journalArticleScientificpeer-review

10 Citations (Scopus)
215 Downloads (Pure)

Abstract

This paper seeks to extend the literature on how change occurs in organizational routines by examining the link between routines and schemata and showing the cognitive and motivational factors involved. Using an in-depth analysis of a Japanese multinational, we develop an account of how a newly-implemented centralized performance management routine is interpreted by managers at two subsidiaries. We show how different performances of subroutines emerge into a new ostensive pattern of a routine, and how the cognitive and motivational aspects of individual agency are manifested in this process and how they affect the espoused organizational schema.
Original languageEnglish
Pages (from-to)63–88
JournalJournal of management studies
Volume52
Issue number1
DOIs
Publication statusPublished - 2015

Fingerprint Dive into the research topics of 'Changing routine: Reframing performance management within a multinational'. Together they form a unique fingerprint.

Cite this