This study illuminates how organization which adjust analogous change actualize new change, and paying attention to change routine, formation process of change routines by a case study of fiscal policy and reform of working practices in local government. This study shows that new change routines is formed by change source of organizational power, assimilating organizational power into change routine. This resolute is different from existing studies, because existing studies has assumption that change routine don't change, and doesn't focus on new change. And this study supposes that local government which adjust analogous change actualize new change by new change routine.

This paper examines Chapter 10, “Relational Power, Personhood, and Organizations,” in Howard-Grenville et al. (2016). Unlike the previous chapters, Chapter 10 moves away from organizational routine theory, focusing on the perspective of process philosophy, the creativity that relational power can produce. This paper presents an overview of Chapter 10 and then discusses the similarities between the process philosophy perspective and the process school of organizational routines. The future worldview, as portrayed by the process school, is also discussed.