Changing Routine: Reframing Performance Management within a Multinational

Philip Stiles, Jonathan Trevor, Elaine Farndale, Shad S. Morris, Jaap Paauwe, Guenter Stahl, Patrick Wright

Research output: Contribution to journalArticle

9 Scopus citations

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 (US)
Pages (from-to)63-88
Number of pages26
JournalJournal of Management Studies
Volume52
Issue number1
DOIs
StatePublished - Jan 1 2015

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Strategy and Management
  • Management of Technology and Innovation

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    Stiles, P., Trevor, J., Farndale, E., Morris, S. S., Paauwe, J., Stahl, G., & Wright, P. (2015). Changing Routine: Reframing Performance Management within a Multinational. Journal of Management Studies, 52(1), 63-88. https://doi.org/10.1111/joms.12111