Martha S. Feldman is Professor at the University of California, Irvine, USA. Luciana D’Adderio is a Reader/Associate Professor at Strathclyde Business School, UK. Katharina Dittrich is Assistant Professor of Organisation Studies at Warwick Business School, UK. Paula Jarzabkowski is Professor of Strategic Management at Cass Business School, UK.

• Introduction: Routine Dynamics in Action; Martha Feldman, Luciana D’Adderio, Katharina Dittrich and Paula Jarzabkowski Chapter 1. Remounting a Ballet in a Different Context: A Complementary Understanding of Routines Transfer Theories; Charlotte Blanche and Patrick Cohende  Chapter 2. Transferring Routines Across Multiple Boundaries: A Flexible Approach; Siri Boe-Lillegraven OPEN ACCESSChapter 3, Copying Routines for New Venture Creation: How Replication Can Support Entrepreneurial Innovation; Thomas Schmidt, Timo Braun and Jörg Sydow Chapter 4. Interdependence Within and Between Routines: A Performative Perspective; Waldemar Kremser, Brian T. Pentland, and Sabine Brunswicker Chapter 5. The Dark Side of Routine Dynamics: Deceit and the Work of Romeo Pimps; Jeannette Eberhard, Ann Frost and Claus Rerup Chapter 6. Making New Strategic Moves Possible: How Executive Management Enacts Strategizing Routines to Strengthen Entrepreneurial Agility; Simon Grand and Daniel Bartl Chapter 7. The Role of Multiple Points of View in Non-Envisioned Routine Creation: Taking Initiative, Creating Connections and Coping with Misalignments; Jorrit van Mierlo, Raymond Loohuis and Tanya Bondarouk Chapter 8. Learning a New Ecology of Space and Looking for New Routines: Experimenting Robotics in a Surgical Team; Léa Kiwan and Nathalie Lazaric Chapter 9. Enacting Relational Expertise to Change Professional Routines in Technology-Mediated Service Settings; Joanna Kho, Andreas Paul Spee and Nicole Gillespie

Contributors working in various business specialties in Europe, North America, and Australia present nine chapters that consider how routine dynamics impact organizations in terms of strategy, entrepreneurship, human resources, health care, social policy, and the arts. They focus on the themes of replication and transfer of routines, such as the replication of routines during the remounting of a ballet, routine replication to support innovation and new venture creation, and complex transfer of multiple interrelated routines from a European to an Asian company; interdependence between routines, including the role of performative boundaries and the use of deceit to drive routine in sex trafficking; the role of action in the generation of novelty, including how the strategizing routines of senior managers enable the entrepreneurial agility of corporations and the generativity of actions in the context of a new human resource policy aimed at hiring disadvantaged workers; and technology and sociomateriality, particularly the introduction of bariatric robotic surgery to transform laparoscopic routines and how routine participants enact relational expertise through joint action in technology-mediated service settings like telehealth.

Martha S. Feldman is Professor at the University of California, Irvine, USA. Luciana D’Adderio is a Reader/Associate Professor at Strathclyde Business School, UK. Katharina Dittrich is Assistant Professor of Organisation Studies at Warwick Business School, UK. Paula Jarzabkowski is Professor of Strategic Management at Cass Business School, UK.

• Introduction: Routine Dynamics in Action; Martha Feldman, Luciana D’Adderio, Katharina Dittrich and Paula Jarzabkowski Chapter 1. Remounting a Ballet in a Different Context: A Complementary Understanding of Routines Transfer Theories; Charlotte Blanche and Patrick Cohende  Chapter 2. Transferring Routines Across Multiple Boundaries: A Flexible Approach; Siri Boe-Lillegraven OPEN ACCESSChapter 3, Copying Routines for New Venture Creation: How Replication Can Support Entrepreneurial Innovation; Thomas Schmidt, Timo Braun and Jörg Sydow Chapter 4. Interdependence Within and Between Routines: A Performative Perspective; Waldemar Kremser, Brian T. Pentland, and Sabine Brunswicker Chapter 5. The Dark Side of Routine Dynamics: Deceit and the Work of Romeo Pimps; Jeannette Eberhard, Ann Frost and Claus Rerup Chapter 6. Making New Strategic Moves Possible: How Executive Management Enacts Strategizing Routines to Strengthen Entrepreneurial Agility; Simon Grand and Daniel Bartl Chapter 7. The Role of Multiple Points of View in Non-Envisioned Routine Creation: Taking Initiative, Creating Connections and Coping with Misalignments; Jorrit van Mierlo, Raymond Loohuis and Tanya Bondarouk Chapter 8. Learning a New Ecology of Space and Looking for New Routines: Experimenting Robotics in a Surgical Team; Léa Kiwan and Nathalie Lazaric Chapter 9. Enacting Relational Expertise to Change Professional Routines in Technology-Mediated Service Settings; Joanna Kho, Andreas Paul Spee and Nicole Gillespie

Contributors working in various business specialties in Europe, North America, and Australia present nine chapters that consider how routine dynamics impact organizations in terms of strategy, entrepreneurship, human resources, health care, social policy, and the arts. They focus on the themes of replication and transfer of routines, such as the replication of routines during the remounting of a ballet, routine replication to support innovation and new venture creation, and complex transfer of multiple interrelated routines from a European to an Asian company; interdependence between routines, including the role of performative boundaries and the use of deceit to drive routine in sex trafficking; the role of action in the generation of novelty, including how the strategizing routines of senior managers enable the entrepreneurial agility of corporations and the generativity of actions in the context of a new human resource policy aimed at hiring disadvantaged workers; and technology and sociomateriality, particularly the introduction of bariatric robotic surgery to transform laparoscopic routines and how routine participants enact relational expertise through joint action in technology-mediated service settings like telehealth.

Martha S. Feldman is Professor at the University of California, Irvine, USA. Luciana D’Adderio is a Reader/Associate Professor at Strathclyde Business School, UK. Katharina Dittrich is Assistant Professor of Organisation Studies at Warwick Business School, UK. Paula Jarzabkowski is Professor of Strategic Management at Cass Business School, UK.

• Introduction: Routine Dynamics in Action; Martha Feldman, Luciana D’Adderio, Katharina Dittrich and Paula Jarzabkowski Chapter 1. Remounting a Ballet in a Different Context: A Complementary Understanding of Routines Transfer Theories; Charlotte Blanche and Patrick Cohende  Chapter 2. Transferring Routines Across Multiple Boundaries: A Flexible Approach; Siri Boe-Lillegraven OPEN ACCESSChapter 3, Copying Routines for New Venture Creation: How Replication Can Support Entrepreneurial Innovation; Thomas Schmidt, Timo Braun and Jörg Sydow Chapter 4. Interdependence Within and Between Routines: A Performative Perspective; Waldemar Kremser, Brian T. Pentland, and Sabine Brunswicker Chapter 5. The Dark Side of Routine Dynamics: Deceit and the Work of Romeo Pimps; Jeannette Eberhard, Ann Frost and Claus Rerup Chapter 6. Making New Strategic Moves Possible: How Executive Management Enacts Strategizing Routines to Strengthen Entrepreneurial Agility; Simon Grand and Daniel Bartl Chapter 7. The Role of Multiple Points of View in Non-Envisioned Routine Creation: Taking Initiative, Creating Connections and Coping with Misalignments; Jorrit van Mierlo, Raymond Loohuis and Tanya Bondarouk Chapter 8. Learning a New Ecology of Space and Looking for New Routines: Experimenting Robotics in a Surgical Team; Léa Kiwan and Nathalie Lazaric Chapter 9. Enacting Relational Expertise to Change Professional Routines in Technology-Mediated Service Settings; Joanna Kho, Andreas Paul Spee and Nicole Gillespie

Contributors working in various business specialties in Europe, North America, and Australia present nine chapters that consider how routine dynamics impact organizations in terms of strategy, entrepreneurship, human resources, health care, social policy, and the arts. They focus on the themes of replication and transfer of routines, such as the replication of routines during the remounting of a ballet, routine replication to support innovation and new venture creation, and complex transfer of multiple interrelated routines from a European to an Asian company; interdependence between routines, including the role of performative boundaries and the use of deceit to drive routine in sex trafficking; the role of action in the generation of novelty, including how the strategizing routines of senior managers enable the entrepreneurial agility of corporations and the generativity of actions in the context of a new human resource policy aimed at hiring disadvantaged workers; and technology and sociomateriality, particularly the introduction of bariatric robotic surgery to transform laparoscopic routines and how routine participants enact relational expertise through joint action in technology-mediated service settings like telehealth.