Adherence to organizational routines: a micro-foundations lens

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dc.contributor Kacmar, K. Michele
dc.contributor Campbell, Kim Sydow
dc.contributor Kacmar, Charles
dc.contributor Gillis, William E.
dc.contributor.advisor Combs, James G.
dc.contributor.author Maalouf, Jamal Tanios
dc.date.accessioned 2017-03-01T17:09:26Z
dc.date.available 2017-03-01T17:09:26Z
dc.date.issued 2014
dc.identifier.other u0015_0000001_0001632
dc.identifier.other Maalouf_alatus_0004D_11983
dc.identifier.uri https://ir.ua.edu/handle/123456789/2086
dc.description Electronic Thesis or Dissertation
dc.description.abstract Organizational routines are viewed as a source of strategic competitive advantage that enhances firm performance. How do organizations continue to adhere to organizational routines after the routines are integrated in the work flow? I introduce and define a new construct, adherence to routines, which captures the theoretical phenomenon of maintaining the repeatability of organizational routines. I apply trait activation theory to explain why employees adhere to routines. I theorize that three individual traits: (1) conscientiousness, (2) openness to experience, and (3) individual entrepreneurial orientation impact adherence to routines. Moreover, I theorize that employees' perception of their supervisors' initiating structure leadership moderates the relationships between the three individual traits and adherence to routines. In this study, I developed a scale for the newly introduced construct adherence to routines. Using a sample of 543 employees surveyed in the U.S., I validated the new scale. The findings also support my arguments that conscientiousness is positively related to adherence to routines, and that openness to experience and individual entrepreneurial orientation are negatively related to adherence to routines. I also found support for employees' perception of their supervisors' initiating structure leadership as a moderator to the relationship between conscientiousness and adherence to routines. These results suggest that initiating structure leadership may have triggered the expression of conscientiousness, resulting in higher levels of adherence to routines.
dc.format.extent 127 p.
dc.format.medium electronic
dc.format.mimetype application/pdf
dc.language English
dc.language.iso en_US
dc.publisher University of Alabama Libraries
dc.relation.ispartof The University of Alabama Electronic Theses and Dissertations
dc.relation.ispartof The University of Alabama Libraries Digital Collections
dc.relation.hasversion born digital
dc.rights All rights reserved by the author unless otherwise indicated.
dc.subject.other Management
dc.subject.other Entrepreneurship
dc.subject.other Organizational behavior
dc.title Adherence to organizational routines: a micro-foundations lens
dc.type thesis
dc.type text
etdms.degree.department University of Alabama. Dept. of Management and Marketing
etdms.degree.discipline Management
etdms.degree.grantor The University of Alabama
etdms.degree.level doctoral
etdms.degree.name Ph.D.


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