Changing Relations between Organizational Routine and Organizational Learning

Scoping Review

Abstract

The aim of this study is to identify the current understandings and research gaps on the relations between organizational routine and organizational learning. These two notions are closely related to each other. However, there was no attempt to synthesize the empirical findings about the relations. Therefore, we conducted a scoping review to identify the knowledge gaps as well as to show the effectiveness and limitation of scoping review to organization studies. A total of 3,651 articles were identified from searching Web of Science, and 52 empirical research papers were included in qualitative synthesis. The data were extracted with the assistance of NVivo 11. The results of the analysis show that the aspect of socially embedded organizational learning has been highlighted upon the relations between organizational routine and organizational learning. The literature says learning organizations have their own learning routines which allow to absorb new knowledge and change their actions. We call the process of routinization of learning routines as emerging ‘Ryugi’, which means a way of doing and a style. Meanwhile, we realized as a research gap that there is no research on the social interaction intertwining materials and artifacts in the emerging process of Ryugi.