Are Routines Reducible or Mere Cognitive Automatisms? Some contributions from cognitive science to help shed light on change in routines

The aim of this article is to understand permanence and changes inside organizational routines. For this purpose, it seems important to explain how individual and collective memorisation occurs, so as to grasp how knowledge can be converted into routines. Although memorisation mechanisms imply a degree of durability, our procedural and declarative knowledge, and our memorisation processes, evolve so that individuals and organisations can project themselves into the future and innovate. Some authors highlight the necessity of dreaming and forgetting (Bergson 1896); others believe that emotions play a role in our memorisation processes (Damasio 1994). These dimensions are not only important at the individual level but also in an organisational context (Lazaric and Denis 2005; Reynaud 2005; Pentland and Feldman 2005).I review the individual dimension of these memorisation processes, with the Anderson’s distinction between procedural knowledge and declarative knowledge. I discuss the notion of cognitive automatisms in order to show why routines should be investigated beyond their first literal assumption (Bargh, 1997). This leads to a clear understanding of the micro level that underpins organisational flexibility and adaptation (notably the motivational triggers). Within organisations, the memorisation mechanisms are at once similar and diverse. Indeed, organisations use their own filters and mechanisms to generate organisational coordination. Organizational memory has its own dimension as it does not merely consist of the sum of individual knowledge and must be able to survive when individuals leave. Routines depend on the organisational memory implemented and on the procedural knowledge and representations of it (individual and collective representations).Knowledge; memorisation; organizations; individuals

The role of routines, rules and habits in collective learning: some epistemological and ontological considerations

??

Organizational routines and cognition: an introduction to empirical an analytical contributions

This article introduces this special issue on routines. It offers some suggestions as to why the concept of routines is considered central in methodological considerations of capabilities and organizational evolution. The contributors to this special issue propose various analytical tools, and provide some missing pieces from the puzzle related to the prominent role of routines. Issues discussed in the papers include methodological individualism. Routines lie between the individual and the firm levels of analysis because they are enacted by individuals in a social context. It is also suggested that a multilevel research agenda provides a finer grained analysis because organizational routines are not isolated units but are entangled among the various organizational layers.Orgaizational Routines

Towards a Characterisation of Assets and Knowledge Created in Technological Agreements Some Evidence from the Automobile-Robotics Sector

This paper tries to bring new insights on the dynamics of inter-firm by focusing on cognitive and organisational dimensions. We consider the knowledge bases created inside the agreement and the characteristics of such knowledge bases (such as tacitness, level of generality, degree of centralisation...). The nature of assets for supporting this creation is also essential for the redeployability of knowledge created. We began by a brief review of some problems encountered by transactions cost economics and present some case studies of agreements between firms in the automobile and robotics sector. After having presented a taxonomy of knowledge and assets involved in such agreements, we bring some new discussion on the exploration/exploitation's dilemma. We argue finally that our taxonomy may be fruitful for a better understanding of the dynamic of firm boudaries by trying to go deeper into the "black box" of agreements.Inter-firm relations, automobile industry, technological agreements

Routinisation and memorisation of tasks inside a workshop: the case of the introduction of ISO norms

Changing routines and creating new routinization processes are difficult tasks involving both cognitive and political mechanisms. In this paper we use Defial- a French meet proessing firm- in order to illustrate some of the problems involved in creating a new procedural memory in a workshop and in applying the concept of 'routine'. We discuss some methodological implications resulting from our various observations and the choice we made. In our case study, the complexity arose partly from the many different factors that affect the production process, such as stress and the overload syndrome. We show that time and hierachical pressure cannot alone ensure the success of memorization of a task. The routinization process is only truly sucessful when a new state of condidence towards management has been established, a confidence that helps overcome the socio-emotional issues arising from the changes that are taking place and that paves the way for the acceptance of change in both declarative and procedural memory.

Overcoming inertia: insights from evolutionary economics into improved energy and climate policy

The mainstream view in economics has been a key factor in designing climate policies. Given that the controversy over the “efficiency paradox” has shown that mainstream economics is not neutral in the way it deals with climate change, the purpose of this paper is to investigate what insights could come out of analysing this crucial issue through an alternative economic framework. The choice of an evolutionary line of thought is then quite straightforward. It stems from both its departure from the perfect rationality hypothesis and its shift of focus towards a better understanding of innovation, system change and economic dynamics. All together this renders evolutionary economics a suitable complementary framework for designing climate policies and for managing the needed transition towards a low carbon economy. Most notably, the evolutionary framework allows us to depict the presence of two sources of inertia (i.e at the levels of individuals through “habits” and at the level of socio-technical systems) that mutually reinforce each other in a path-dependent manner. Accordingly, decision-makers should design measures (e.g. commitment strategies, niche management, etc.) that specifically target those change-resisting factors as they tend to reduce the efficiency of traditional instruments.Climate change ; energy consumption ; evolutionary economics ; habits; technological lock in ; transitions ;

The influence of knowledge in the replication of routines

From a resource-based pespective, one of the most important levers of firm strategy are resources that are difficult to imitate. a crucial challenge for managers then is to replicate these resources wihin the firm, while at the same time protecting them from imitation by competitors. Organizational routines are often named as candidates for such resources. A good understanding of the replication of organizational routines is therefore of great strategic interest. This article focuses on one aspect that seems to play an important role in the replication of routines: knowledge. The objective of this article is to identify knowledge-related aspects that have an influence in the replication of routines. In this and by defining routines in their social and cognitive dimensions, it contributes to a better understanding of their duplication process.

Changes in the French Defence Innovation System: New roles and capabilities for the Government Agency for Defence.

Defence innovation systems are structured around two main groups of players that interact in the development of complex programmes: the state (the client and the government agency) and the systems integrators. Technological and institutional changes since the 1990s have affected the division of labour and knowledge in the industry. In this paper, we show the origins of these changes based on information derived from 45 qualitative interviews conducted between 2000 and 2008, which demonstrate the new capabilities that have been created within the national innovation system (NIS). We explain how the role and the capabilities of the French Government Agency for Defence (Direction Générale de l'Armement—DGA) have developed from “project architect” to “project manager”. These new capabilities create new interactions in the French defence innovation system and new roles for the DGA.Defence; Institutional change; National innovation system; co-evolution; Government agency; Knowledge; Capabilities; Technological systems;

Changes in the French defence innovation system: New roles and capabilities for the Government Agency for Defence

Defence innovation systems are structured around two main groups of players that interact in the development of complex programmes: the state (the client and the government agency) and the systems integrators. Technological and institutional changes since the 1990s have affected the division of labour and knowledge in the industry. In this paper we show the origins of these changes based on information derived from 45 qualitative interviews conducted between 2000 and 2008, which demonstrate the new capabilities that have been created within the national innovation system (NIS). We explain how the role and the capabilities of the French Government Agency for Defence (Direction Générale de l'Armement - DGA) have developed from " project architect " to " project manager ". These new capabilities create new interactions in the French Defence innovation system and new roles for the DGA.Technological systems, Capabilities, Knowledge, Government agency, Co-evolution, National Innovation System, Defence, Institutional Change.

The French defence industry in the knowledge management era: A historical overview and evidence from empirical data

In the defence industry the recent development of ‘market for technology', the creation of new European high-technology companies as well as transformations in government agencies have conducted firms to reposition their technological and organisational skills. Our objective is to show that the transformations that have occurred in the past ten years have not only redefined skills and the organisation of production but have also given a more strategic place to knowledge management practices. Thus, we provide a contextual and historical overview with qualitative interviews in order to better understand the relation between KM and innovative behaviour in this industry. We have also built an original industrial and technological database with various samples that provides quantitative information concerning KM and innovative practices. The results of the statistical analysis reveal the specificity of firms in the defence industry. Taking into account the size of the firms and their technological intensity, we show that the behaviour of firms in the defence industry in terms of KM practices is different to that of other firms. The technological performances, the innovation intensity and the patent intensity also show the specificity of this industry. This structural tendency is explained as an innovative behaviour of the French NIS rather than as a mere “trend”Defence industry, Knowledge management practices, R&D, innovation, technological performance.