Triggers and Damages of Organizational Defensive Routines (Przyczyny i negatywne skutki stosowania praktyk obronnych w organizacjach)

Yumei Yang (), Davide Secchi () and Fabian Homberg ()
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Yumei Yang: Bournemouth University, Department of Leadership, Strategy and Organization
Davide Secchi: OMAC Research Cluster, University of Southern Denmark, Denmark
Fabian Homberg: epartment of HRM and Organizational Behavior, University of Southampton, UK.

Problemy Zarzadzania, 2018, vol. 16, issue 80, 85-103

Abstract: According to research, organizational defensive routines (ODRs) have strong and intertwined individual and organizational components. However, the literature has yet to systematically isolate and analyse ODR-triggering factors at both levels. In this paper, we shall first refer to organizational routine theory to expound the characteristics of ODRs. Next, it identifies their individual and organization-level triggers. At the individual level factors generating ODRs are general self-efficacy, locus of control, and neuroticism, while those operating at the organizational level are organizational politics, red tape, and organizational structure. Finally, the chapter explores potential damage ODRs could cause to individuals and organizations related to individuals’ job satisfaction, work engagement, organizational ambidexterity, and organizational learning. The theoretical model presented in this paper forms a foundation for a future empirical study and theoretically extends the nomological network of ODRs.

Keywords: organizational defensive routines; general self-efficacy; locus of control; neuroticism (search for similar items in EconPapers)
JEL-codes: J24 J53 M31 Z12 (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:sgm:pzwzuw:v:16:i:80:y:2018:p:85-103

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