The Concept of Organizational Routines and Its Potential for Investigating Educational Initiatives in Practice:A Systematic Review of the Literature

This review examines the concept of organizational routines and its potential for investigating educational initiatives in practice. The studies in our review revealed three different approaches to routines: (1) examining organizational routines as entities, (2) (also) examining conversational routines, and (3) examining the internal structure of organizational routines. Current definitions, operationalizations, and examinations can lack clarity and validity. At present, the concept of organizational routines not only holds potential but is also ambiguous. To bolster the potential of the concept, two working definitions of organizational routines are formalized that best allow researchers to investigate initiatives in practice. These working definitions are needed to create clarity regarding the concept and for it to be able to deliver on its promise for providing meaningful and relevant information on how new initiatives actually work and unfold in practice

Paving the way for sustainable educational change: Reconceptualizing what it means to make educational changes that last

This position paper provides an alternative theoretical framework of sustainable second-order educational change. Here, sustainability refers to: 1) substantial changes made that affect the core of educators’ everyday practice; 2) a longitudinal process that begins when educators contemplate making changes and ends when satisfactory achievement on the other characteristics is reached and overt learning efforts are stopped; 3) a process of individual and organizational learning as well as changes in behaviors; resulting in 4) significant positive effects on student outcomes. Thus, this definition focuses on educators and their schools, not on professional development programs. Methodological considerations are provided

Effective characteristics of professional development programs for science and technology education

Science and technology education has become increasingly important. However, for most teachers, it is challenging to provide this content. Therefore, professional development programmes are used to support teachers in this regard. In this qualitative study, effective characteristics that should be present in such programmes were identified. Moreover, four particular professional development programmes were investigated to see whether they included these characteristics. Eleven review studies and meta-analyses were analysed to identify the effective characteristics of professional development programmes for science and technology education. Five content characteristics were distinguished: focus, activities, collaboration, coherence of content, and duration. In addition, three contextual characteristics were distinguished: coherence with context, individual factors, and organisational factors. The materials from four professional development programmes for science and technology education were collected and analysed and interviews were held with principal investigators who were involved in the design of these programmes and with educators who worked with these programmes. The characteristics duration and coherence with context appeared to be fully addressed in respectively two and one programmes. The other characteristics were incorporated to a limited extent or not at all. Overall, the present study illustrated the apparent challenges in designing professional development programmes

More than mundane matters: an exploration of how schools organize professional learning teams

Organizational tasks and processes are preconditions for organizing professional learning teams but are often neglected in research. In nine schools, we examined which organizational tasks and processes were set up for lesson study, a form of a professional learning team, and in what way. Schools set up three organizational tasks and processes: recruiting participants, giving credit for time-investment, and scheduling meetings. Recruitment of participants was sometimes difficult when potential participants worked autonomously within their departments or teams. Credit for time-investment was often constrained as schools gave credit in a way that made lesson study an additional workload. Scheduling meetings was very challenging. The scheduled meetings were considered satisfactory in only one school. Here, the school leader collaborated and communicated with her teachers to plan useful and uninterrupted meetings in the timetable. Our results show that organizational work is not mundane and simple but complex and vital for embedding professional development in schools

The quest for sustained data use: Developing organizational routines

The data team intervention was designed to support schools' data use. The sustainability of schools' data use was investigated by studying the schools' development of the ostensive and performative aspects of organizational routines for: engaging in the data team intervention, acting upon their data team's improvement plan, and using data for school development and instruction. Six Dutch secondary schools participated in this longitudinal mixed-methods study. Data were collected through questionnaires, policy documents, and interviews. Results indicated that schools struggled to develop organizational routines for data use, especially the ostensive aspects. This illuminated the process by which schools did not sustain their use of data. The findings showed that interventions for data use should more clearly target the development of organizational routines

The Concept of Organizational Routines and Its Potential for Investigating Educational Initiatives in Practice: A Systematic Review of the Literature

This review examines the concept of organizational routines and its potential for investigating educational initiatives in practice. The studies in our review revealed three different approaches to routines: (1) examining organizational routines as entities, (2) (also) examining conversational routines, and (3) examining the internal structure of organizational routines. Current definitions, operationalizations, and examinations can lack clarity and validity. At present, the concept of organizational routines not only holds potential but is also ambiguous. To bolster the potential of the concept, two working definitions of organizational routines are formalized that best allow researchers to investigate initiatives in practice. These working definitions are needed to create clarity regarding the concept and for it to be able to deliver on its promise for providing meaningful and relevant information on how new initiatives actually work and unfold in practice