Never change a winning routine? How performance feedback affects routine change

Patrick J Oehler, Jutta Stumpf-Wollersheim and Isabell M Welpe

Industrial and Corporate Change, 2019, vol. 28, issue 5, 1101-1124

Abstract: Performance feedback has been identified as a “master switch” of routine change, but findings concerning its effects have been limited to the organizational level. To account for performance feedback as a multilevel driver of routine change, we employ a multilevel perspective and distinguish between higher- and lower-level components of routines. Employing a laboratory experiment, we find that, moderated by task complexity, performance feedback does differentially affect change in higher-level and lower-level routine components.

JEL-codes: M10 (search for similar items in EconPapers)
Date: 2019
References: Add references at CitEc
Citations: View citations in EconPapers (2)

Downloads: (external link)
http://hdl.handle.net/10.1093/icc/dty049 (application/pdf)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:oup:indcch:v:28:y:2019:i:5:p:1101-1124.

Ordering information: This journal article can be ordered from
https://academic.oup.com/journals

Access Statistics for this article

Industrial and Corporate Change is currently edited by Josef Chytry

More articles in Industrial and Corporate Change from Oxford University Press and the Associazione ICC Oxford University Press, Great Clarendon Street, Oxford OX2 6DP, UK.
Bibliographic data for series maintained by Oxford University Press ().