Resist or comply: The power dynamics of organisational routines during merger

Mehdi Safavi, Omid Omidvar

Research output: Contribution to conferencePaperpeer-review


Extant routine literature mainly examines the endogenous change and stabilisation of routines and the responses of organisational routines to organisational change and the power dynamic behind those changes are less explored. Employing Bourdieu’s theory of practice, we analyse how power dynamics affect the development of organisational routines, once external change is introduced. Drawing on an in-depth qualitative case study of a merger between two academic institutions (Edinburgh College of Art and the University of Edinburgh), we argue that routines’ responses to organisational change depend on (a) the field within which the routine operates and (b) the actors’ symbolic capital and position taking during change implementation. Our findings contribute to both scholarly work in routine research and change management.
Original languageEnglish
Publication statusPublished - 2015
EventAOM 2015 Annual Meeting - British Columbia, Vancouver, Canada
Duration: 7 Aug 201511 Aug 2015


ConferenceAOM 2015 Annual Meeting


  • organisational routines
  • organisational field
  • symbolic capital
  • ostensive-performative cycle
  • practice theory


Dive into the research topics of 'Resist or comply: The power dynamics of organisational routines during merger'. Together they form a unique fingerprint.

Cite this