The authors acknowledge funding from ESRC/EPSRC/AIM (grant number RES-331-25-0024) as well as from Eindhoven University of Technology. The authors are grateful to Celeste Wilderom, two anonymous reviewers as well as associate editor Ewan Ferlie for helpful comments on earlier versions of this paper.
The Dynamism of Organizational Practices: The Role of Employment Blueprints
Article first published online: 29 SEP 2011
© 2011 The Author(s). British Journal of Management © 2011 British Academy of Management
British Journal of Management
Volume 23, Issue 4, pages 561–574, December 2012
How to Cite
Romme, A. G. L., Antonacopoulou, E. P., Mulders, D. E. M. and Taylor, M. S. (2012), The Dynamism of Organizational Practices: The Role of Employment Blueprints. British Journal of Management, 23: 561–574. doi: 10.1111/j.1467-8551.2011.00783.x
- Issue published online: 20 NOV 2012
- Article first published online: 29 SEP 2011
- ESRC/EPSRC/AIM. Grant Number: RES-331-25-0024
This paper explores how founders’ blueprints affect the dynamism of organizational practices, and in particular the capability to sustain as well as change practices. First, a theoretical argument is developed on the critical role of founders’ blueprints of the employment model, which are difficult to alter and mark firms’ future paths by affecting the dynamism of organizational practices over an extended period of time. Subsequently, case studies of several organizational practices in three management consulting firms in the USA, the Netherlands and the UK illustrate how founders’ conceptions of the employment relationship (i.e. their employment model) affect the way in which competing demands of continuity and renewal are addressed. Moreover, engineering- or commitment-oriented blueprints appear to facilitate the capability to adapt, while autocratic blueprints do not.