Annals of Business Administrative Science
Online ISSN : 1347-4456
Print ISSN : 1347-4464
ISSN-L : 1347-4456
Disincentives of organizational routines transfer
Case of adaptive radiation in a sales and marketing company
Yoshiaki Yamashiro
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2019 Volume 18 Issue 2 Pages 37-49


In the case of sales and marketing organization reform discussed in this paper, organizational routines with excellent results were created. Despite visibility and standardization in a form usable for other organizations, the routines were not transferred between sales offices due to the rules of the sales organization, where “autonomy is maintained if an organization achieves KPIs.” In other words, in organizations where each sales office achieves KPIs and has good performance, the high level of autonomy in each office is preserved, and the offices (a) may make their own improvements to organizational routines and (b) will not have the organizational routines of other organizations forced on them. In organizations with good performance, it was observed that organizational routines (a) evolve uniquely in each sales office and (b) undergo an adaptive radiation where they are not rolled out to other sales offices.

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© 2019 Yoshiaki Yamashiro. This is an Open Access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted reuse, distribution, and reproduction in any medium, provided the original work is properly cited.

This article is licensed under a Creative Commons [Attribution 4.0 International] license.
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