The long and winding road: Routine creation and replication in multi-site organizations

Prior research on organizational routines in the ‘capabilities’ literature has either studied how new routines are created during an exploratory process of variation and selection or how existing routines are replicated during a phase of exploitation. Few studies have analyzed the life cycle of new routine creation and replication as an integrated process. In an in-depth case study of England’s Highways Agency, this paper shows that the creation and replication of a new routine across multiple sites involves four sequential steps: envisioning, experimenting, entrenching and enacting. We contribute to the capabilities research in two ways: first, by showing how different organizational levels, capabilities and logics (cognitive and behavioural) shape the development of new routines; and second, by identifying how distinct evolutionary cycles of variation and selective retention occur during each step in the process. In contrast with prior research on replication as an exact copy of a template or existing routine, our study focuses on the replication of an entirely new routine (based on novel principles) that is adapted to fit local operational conditions during its large-scale replication across multiple sites. We draw upon insights from adjacent ‘practice research’ and suggest how capabilities and practice studies may complement each other in future research on the evolution of routines

The dynamism of strategic learning: Complexity theory in strategic L2 development

Learners of foreign languages (L2s) apply strategies to support learning processes and L2 development. They select strategies according to their individual needs and preferences and adjust their strategic actions to suit situational circumstances and contextual conditions. A holistic investigation of strategic L2 learning processes requires the integration of numerous interconnected, flexibly-interacting influences, which are at constant interplay with each other and whose development is difficult to predict. Validated as effective in other fields of applied linguistics, complex dynamic systems theory (CDST) can also provide an appropriate frame for researching strategic L2 learning. Based on state-of-the-art methodological guidance for complexity research, this article presents the re-analysis of empirical data from a previous study through a complexity lens. It further examines the suitability of CDST in strategy research, explores its practical value, and demonstrates that a complexity perspective can generate new, profound information about strategic learning

Illuminating the possibilities for social learning in the management of Scotland’s water

Our research explores the context of water management in Scotland as it existed in late 2003. We took as a key question: Is the Scottish policy context conducive to the emergence of “social learning” as a purposeful policy option in the future management of water, and in the implementation of the European Water Framework Directive in particular? Data generated by several means, including semistructured interviews with key stakeholders, tested the explanatory potential of a SLIM (Social Learning for the Integrated Management and sustainable use of water) heuristic concerned with how changes in understanding and practices can transform situations to produce social learning. Our research demonstrates how the historical context, including initial starting conditions; conducive institutions, especially political devolution, and policies; facilitation; building stakeholding; and the use of learning processes together can create the possibilities for social learning. The processes that went on through the development of the Scottish Water Bill exemplify how social learning as concerted action emerged, but it did not do so from any overall purposeful design. A major challenge is to create purposefully the conditions for social learning as a deliberate policy or governance mechanism

Perceiving and Knowing as Activities

According to the tradition of most empiricists, perception is the basis for all our knowledge (at least of the world). The tradition also assumes that perception by humans is a passive activity resulting in some static states pertaining perception and belief, which are then, in some versions, modified by the mind before being passed onto memory and knowledge. Following the work of J. J. Gibson, we argue that perceiving involves many activities and actions. This is true of both visual as well as olfactory-taste perception. The main moral of this paper is that perceiving and knowing are best thought of not as involving static states, but rather as ongoing temporal activities involving change. This presumably means giving up a frozen ontology of states and moving towards something like a dynamic ontology as a basis

Beyond Dualisms in Methodology: An Integrative Design Research Medium "MAPS" and some Reflections

Design research is an academic issue and increasingly an essential success factor for industrial, organizational and social innovation. The fierce rejection of 1st generation design methods in the early 1970s resulted in the postmodernist attitude of "no methods", and subsequently, after more than a decade, in the strong adoption of scientific methods, or "the" scientific method, for design research. The current situation regarding methodology is characterized by unproductive dualisms such as scientific methods vs. designerly methods, normative methods vs. descriptive methods, research vs. design. The potential of the early (1st generation) methods is neglected and the practical usefulness of design research is impeded. The suggestion for 2nd generation methods as discussed by Rittel and others has hardly been taken up in design. The development of a methodological tool / medium for research through design – MAPS – (which is the central part of the paper) presents the cause and catalyst for some reflections about the usability / desirability / usefulness of methodical support for the design (research) process. Keywords: Integrative Design Research Medium, Research Through Design, MAPS, Methodology</p

Learning in Strategic Alliances

{Excerpt} Strategic alliances that bring organizations together promise unique opportunities for partners. The reality is often otherwise. Successful strategic alliances manage the partnership, not just the agreement,for collaborative advantage. Above all, they also pay attentionto learning priorities in alliance evolution. The resource-based view of the firm that gained currency in the mid-1980s considered that the competitive advantage of an organization rests on the application of the strategic resources at its disposal. These days, orthodoxy recognizes the merits of the dynamic, knowledge-based capabilities underpinning the positions organizations occupy in a sector or market. Strategic alliances—meaning cooperative agreements between two or more organizations—are a means to enhance strategic resources: self-sufficiency is becoming increasingly difficult in a complex, uncertain, and discontinuous external environment that calls for focus and flexibility in equal measure. Everywhere, organizations are discovering that they cannot “go” it alone and must now often turn to others to survive

Embodied Evolution in Collective Robotics: A Review

This paper provides an overview of evolutionary robotics techniques applied to on-line distributed evolution for robot collectives -- namely, embodied evolution. It provides a definition of embodied evolution as well as a thorough description of the underlying concepts and mechanisms. The paper also presents a comprehensive summary of research published in the field since its inception (1999-2017), providing various perspectives to identify the major trends. In particular, we identify a shift from considering embodied evolution as a parallel search method within small robot collectives (fewer than 10 robots) to embodied evolution as an on-line distributed learning method for designing collective behaviours in swarm-like collectives. The paper concludes with a discussion of applications and open questions, providing a milestone for past and an inspiration for future research.Comment: 23 pages, 1 figure, 1 tabl