Disincentives of organizational routines transfer: Case of adaptive radiation in a sales and marketing company

In the case of sales and marketing organization reform discussed in this paper, organizational routines with excellent results were created. Despite visibility and standardization in a form usable for other organizations, the routines were not transferred between sales offices due to the rules of th...

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Bibliographic Details
Published in:Annals of Business Administrative Science 2019/04/15, Vol.18(2), pp.37-49
Main Author: Yamashiro, Yoshiaki
Format: Article
Language:English
Subjects:
adaptive radiation
autonomy
Case studies
Diachronic analysis
Marketing
organizational routine
routine transfer
sales and marketing division
Seminars
Strategic management
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Summary:In the case of sales and marketing organization reform discussed in this paper, organizational routines with excellent results were created. Despite visibility and standardization in a form usable for other organizations, the routines were not transferred between sales offices due to the rules of the sales organization, where “autonomy is maintained if an organization achieves KPIs.” In other words, in organizations where each sales office achieves KPIs and has good performance, the high level of autonomy in each office is preserved, and the offices (a) may make their own improvements to organizational routines and (b) will not have the organizational routines of other organizations forced on them. In organizations with good performance, it was observed that organizational routines (a) evolve uniquely in each sales office and (b) undergo an adaptive radiation where they are not rolled out to other sales offices.
ISSN:1347-4464
1347-4456
DOI:10.7880/abas.0190303a