Changing Routine: Reframing Performance Management within a Multinational
通过分析一家日本跨国公司两家子公司对中央绩效管理惯例的不同解读，揭示了惯例与认知图式的关联，以及个体能动性在惯例变化中的认知与动机作用。
Abstract This paper seeks to extend the literature on how change occurs in organizational routines by examining the link between routines and schemata and showing the cognitive and motivational factors involved. Using an in‐depth analysis of a J apanese multinational, we develop an account of how a newly‐implemented centralized performance management routine is interpreted by managers at two subsidiaries. We show how different performances of subroutines emerge into a new ostensive pattern of a routine, and how the cognitive and motivational aspects of individual agency are manifested in this process and how they affect the espoused organizational schema.