How to Regulate Self-Regulated Teams? A 3-Step Ritual for Institutional Logics Change

We analysed how and why new transferred practices affect the establishment of a new institutional rationality and lead to the emergency of new organizational actions. The study addresses this issue in the context of new organizational forms, contributing to the development of a richer institutionalist approach justifying the emergency of new practice creation. To do this, we relied on elements of practice theory, and focus the attention on internal micro organizational processes that have been overlooked by traditional institutional analysis. We showed that, after the adoption of new practices, individual actions tended to focus on conservative short-term goals to deliver software as well as they presented passive learning and innovation management strategies. Specifically, individuals emerging actions concentrated more on efficiency management strategies. Hence, the implementation of agile routines has led to a different form of rationality in the whole organization. We proved that, in line with individual and collective attention to daily activities mainly related to new software delivery, individuals within teams tend to take decisions about their activity planning by following the sense of efficiency diffused among peers