Triggers and damages of organizational defensive routines.

Abstract

Existing research on organizational defensive routines (ODRs) posits that they have strong and intertwined individual and organizational components. However, the literature has not yet systematically isolated and analyzed factors at both levels that trigger ODRs. This paper first utilizes theory on organizational routines to explain the characteristics of ODRs. Next, it identifies their individual and organizational 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. The paper finally explores the potential damages ODRs could cause to individuals and organizations related to individuals’ job satisfaction, work engagement, organizational ambidexterity, and organizational learning. The theoretical model in this paper builds a foundation for future empirical study and extends theoretically the nomological network of ODRs.