Organizational routines and sustainability strategizing in the port sector
Article Sidebar
Main Article Content
Abstract
The goal of this research was to comprehend the interrelation between the strategizing process and the constitutive aspects of organizational routines. Employing a qualitative methodology, a case study was conducted at the Port Authority of Valencia. Data collection encompassed interviews, observation, and document analysis. Through the analysis of narratives and pattern matching, a permeable relationship between strategizing and routines was identified, indicating an inseparable amalgamation of their key constituents. The demarcation between the components of strategizing and organizational routines is faint, uncertain, and intertwined within an indivisible process. Conceptualizing organizational routines as a fusion of actors, processes, and strategic content, localized spatially and temporally where reasoning and action intersect contingent upon context, underscores the relevance of approaching strategy as a practice, thereby broadening its scope.
Article Details
The digital version of the journal is registered under the BY-NC-ND 4.0 Creative Commons license. Therefore, this work may be copy and redistribute the material in any medium or format, as long as you give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
The authors keep the copyright and give the journal the right of the first publication and the possibility of editing, reproducing, distributing, exhibiting and communicating in the country and abroad through printed and electronic means. On the other hand, the author declares to assume the commitment on any litigation or claim related to the rights of intellectual property, exonerating of responsibility to the Business School of the Costa Rica Institute of Technology.
References
Alperstedt, G. & Bulgacov, S. (2015). Environmental management, strategic practices and praxis: a study in Santa Catarina industrial companies. BAR, 12(3), 288-308. https://doi.org/10.1590/1807-7692bar2015150016
Balogun, J., Jacobs, C., Jarzabkowski, P., Mantere, S., & Vaara, E. (2014). Placing strategy discourse in context: Sociomateriality, sensemaking, and power. Journal of Management Studies, 51(2), 175-201. https://doi.org/10.1111/joms.12059
Becker, M. A. (2005a). The concept of routines: some clarifications. Cambridge Journal of Economics, 29(1), 249-262. https://doi.org/10.1093/cje/bei031
Becker, M. A. (2005b). Framework for applying organizational routines in empirical research: linking antecedents, characteristics and performance outcomes of recurrent interaction patterns. Industrial and Corporate Change, 14(5), 817-846. https://doi.org/10.1093/icc/dth072
Belmondo, C. & Russel, C. S. (2014). Strategising routines as the missing link between strategy practices and praxis. In: XXIII Conférence Internationale de Management Stratégique.
Burgelman, R., Floyd, S. W, Laamanen, T., Mantere, S., Vaara, E., & Whittington, R. (2018). Strategy processes and practice: dialogues and intersections. Strategic Management Journal, 39(3), 531-558. https://doi.org/10.1002/smj.2741
Cabantous, L., Gand, J. P. & Wright, A. (2018). The performativity of strategy: Taking stock and moving ahead, Long Range Planning, 51(3), 407-416. https://doi.org/10.1016/j.lrp.2018.03.002
Castillo-Esparza, M. M. G. C., Maldonado-Guzmán, G., & Mejía-Trejo, J. (2024). Green business strategy and its effect on financial performance: The mediating role of corporate social responsibility. Tec Empresarial, 18(2), 1-17. https://doi.org/10.18845/te.v18i2.7134
Chen, Z., & Xie, G. (2022). ESG disclosure and financial performance: Moderating role of ESG investors. International Review of Financial Analysis, 83, 102291. https://doi.org/10.1016/j.irfa.2022.102291
Child, J., Faulkner, D., & Tallman, S. (2005). Cooperative strategy: Managing alliances, networks, and joint ventures. Oxford: OUP
Commons, J. R. (1931). Institutional Economics. The American Economic Review, 21(4), 648-657.
Coyne, K. P. (1986). Sustainable competitive advantage-What it is, what it isn’t. Business Horizons, 29(1), 54-61. https://doi.org/10.1016/0007-6813(86)90087-X
D’Adderio, L. (2008). The performativity of routines: theorizing the influence of artefacts and distributed agencies on routines dynamics. Research Policy 37(5), 769-789. https://doi.org/10.1016/j.respol.2007.12.012
D’Adderio, L. (2011). Artifacts at the centre of routines: performing the material turn in routines theory. Journal of Institutional Economics, 7(2), 197-230. https://doi.org/10.1017/S174413741000024X
Diez-Martinez, I., & Peiro-Signes, A. (2022). Transitioning towards sustainability: The ‘what’,‘why’and ‘how’of the integration of sustainable practices into business models. Tec Empresarial, 16(1), 44-67. https://doi.org/10.18845/te.v16i1.6013
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550. https://doi.org/10.5465/amr.1989.4308385
Feldman, M. S. (2000). Organizational routines as a source of continuous change. Organization Science, 11(6), 611-629. https://doi.org/10.1287/orsc.11.6.611.12529
Feldman, M. S., Pentland, B. T., D’Adderio, L., & Lazaric, N. (2016). Beyond routines as things: Introduction to the special issue on routine dynamics. Organization Science, 27(3), 505-513. https://doi.org/10.1287/orsc.2016.1070
Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12(6), 433-48. https://doi.org/10.1002/smj.4250120604
Glaser, B. G. & Strauss, A. L. (1967). The discovery of grounded theory strategy for qualitative research. Aldine.
Godoy, A. (1995). Introdução à pesquisa qualitativa e suas possibilidades. RAE, 35(2), 57-63. https://doi.org/10.1590/S0034-75901995000200008
Gond, J-P., Cabantous, L., Harding, N. & Learmonth, M. (2016). What do we mean by performativity in organizational and management theory? The uses and abuses of performativity. International Journal of Management Reviews, 18(4), 440-463. https://doi.org/10.1111/ijmr.12074
Hengst, I. A., Jarzabkowski, P., Hoegl, M., & Muethel, M. (2020). Toward a process theory of making sustainability strategies legitimate in action. Academy of Management Journal, 63(1), 246-271. https://doi.org/10.5465/amj.2016.0960
Hodgson, G. (2004). The concept of a routine. In: The Handbook of organizational routines. Edgar Elgar Publishing.
Hübler, E. A., & Lavarda, R. A. B. (2017). Ressignificando a estratégia: a abordagem da estratégia como prática a partir das contribuições da economia evolucionária. Revista Economia & Gestão, 17(47), 25-43. https://doi.org/10.5752/P.1984-6606.2017v17n47p25
Jarzabkowski, P., & Wilson, D. C. (2002). Top teams and strategy in a UK university. Journal of Management studies, 39(3), 355-381. https://doi.org/10.1111/1467-6486.00296
Jarzabkowski, P. (2004). Strategy as practice: Recursiveness, adaptation, and practices-in-use. Organization Studies, 25(4), 529-60. https://doi.org/10.1177/0170840604040675
Jarzabkowski, P. (2005). Strategy as practice: an activity-based approach. Sage Publications.
Jarzabkowski, P., Balogun, J. & Seidl, D. (2007). Strategizing: The challenges of a practice perspective. Human Relations, 60(1), 5-27. https://doi.org/10.1177/0018726707075703
Jarzabkowski, P. (2008). Shaping strategy as a structuration process. Academy of Management Journal, 51, 621-50. https://doi.org/10.5465/AMJ.2008.33664922
Jarzabkowski, P., & Whittington, R. (2008). A strategy-as-practice approach to strategy research and education. Journal of Management Inquiry, 17(4), 282-286. https://doi.org/10.1177/1056492608318150
Jarzabkowski, P., & Spee, A. P. (2009). Strategy-as-practice: A review and future directions for the field. International Journal of Management Reviews, 11(1), 69-95. https://doi.org/10.1111/j.1468-2370.2008.00250.x
Jarzabkowski, P. (2010). Activity theory approaches to studying strategy as practice. In: Cambridge handbook of strategy as practice. Cambridge University Press, 27-140.
Jarzabkowski, P., Seidl, D., & Balogun, J. (2022). From germination to propagation: Two decades of strategy-as-practice research and potential future directions. Human Relations, 75(8), 1533-1559. https://doi.org/10.1177/00187267221089473
Johnson, G., Langley, A., Melin, L., & Whittington, R. (2007). Strategy as practice: research directions and resources. Cambridge University Press. https://doi.org/10.1017/CBO9780511618925
Kaplan, R. S., & Norton, D. P. (1997). A estratégia em ação: balanced scorecard. Gulf Professional Publishing.
Kemper, J., Schilke, O., & Brettel, M. (2013). Social capital as a microlevel origin of organizational capabilities. Journal of Product Innovation Management, 30(3), 589. https://doi.org/10.1111/jpim.12004
Kohtamäki, M., Whittington, R., Vaara, E., & Rabetino, R. (2022). Making connections: Harnessing the diversity of strategy-as-practice research. International Journal of Management Reviews, 24(2), 210-232. https://doi.org/10.1111/ijmr.12274
Koumakhov, R., & Marengo, L. (2023). Organizational routines: between change and stability-Introduction to the special section. Industrial and Corporate Change, 32(6), 1305-1318. https://doi.org/10.1093/icc/dtad058
Latour, B. (2012). Reagregando o social: uma introdução à teoria do ator-rede /Bruno Latour. Salvador: Edufba, 2012; Bauru, São Paulo: Edusc, 2012.
Lavarda, R., & Bellucci, C. (2022). Case study as a suitable method to research strategy as practice perspective. The Qualitative Report, 27(2), 539-555. https://doi.org/10.46743/2160-3715/2022.4296
Lavarda, R. A. B., & Gomes, N. N. (2023). Action of middle manager in interlocutions between strategizing and sustainability: a theoretical essay. Revista Ibero-Americana de Estratégia, 22(1), 23394. https://doi.org/10.5585/2023.23394
Lavarda, R. A. B., & Leite, F. K. (2022). Open strategizing and organizational resilience considering the environmental uncertainty. Revista Ibero-Americana de Estratégia , 21(2), e21447-e21447. https://doi.org/10.5585/riae.v21i2.21447
Lieblich, A., Tuval-Mashiach, R. & Zilber, T. (1998). Narrative research: Reading, analysis, and interpretation. Sage. https://doi.org/10.4135/9781412985253
Merriam, S. B. (2009). Qualitative research: a guide to design and implementation. Revised and expanded from Qualitative Research and Case Study Applications in Education. Jossey-Bass.
Mirabeau, L., Maguire, S., & Hardy, C. (2018). Bridging practice and process research to study transient manifestations of strategy. Strategic Management Journal, 39(3), 582-605. https://doi.org/10.1002/smj.2732
Møller, A. M. (2021). Deliberation and deliberative organizational routines in frontline decision-making. Journal of Public Administration Research and Theory, 31(3), 471-488. https://doi.org/10.1093/jopart/muaa060
Montenegro, L. M., & Bulgacov, S. (2015). Governança e estratégia de cursos de graduação em administração na perspectiva da teoria ator-rede. RAC, 19(2), p.212-231. https://doi.org/10.1590/1982-7849rac20151667
Nelson, R., & Winter, S. (1982). An evolutionary theory of economic change. Harvard University Press.
North, D. C. (1991). Institutions. The Journal of Economics Perspective, 5(1), 97-112. https://doi.org/10.1257/jep.5.1.97
Pentland, B. T. & Feldman, M. S. (2005). Organizational routines as a unit of analysis. Industrial and Corporate Change, 14(5), 793-815. https://doi.org/10.1093/icc/dth070
Perito, B. Z., Lavarda, R. A. B., & Bellucci, C. (2024). Sociomateriality and open strategising in an organisational structural change context. International Journal of Management and Decision Making, 23(3), 265-289. https://doi.org/10.1504/IJMDM.2024.138318
Rouleau, L. (2005). Micro-practices of strategic sensemaking and sensegiving: how middle managers interpret and sell change every day, Journal Management Studies, 42(7), 1413-41. https://doi.org/10.1111/j.1467-6486.2005.00549.x
Schein, E. H. (2001). Guia de sobrevivência da cultura corporativa. José Olympio.
Stake, R.E. (1995). The art of case study research, Sage Publications.
Trochim, W. M. K. (1989). Outcome pattern matching and program theory. Evaluation and Program Planning, 12(1), 355-366. https://doi.org/10.1016/0149-7189(89)90052-9
Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731-735. https://doi.org/10.1016/0024-6301(96)00068-4
Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613-34. https://doi.org/10.1177/0170840606064101
Zhou, H., Uhlaner, L. M., & Jungst, M. (2021). Knowledge management practices and innovation: A deliberate innovation management model for SMEs. Journal of Small Business Management, 61(4), 2126-2159. https://doi.org/10.1080/00472778.2021.1888383