Innovation, organisationale Routinen und strategische Pfade

This paper focusses on innovation processes by relying on the concepts of strategic paths and organizational routines. Referring to Burgelman’s framework of induced and autonomous strategic action and based on path dependence theory the paper elaborates on the potential countervailing impact of organizational routines with regard to strong strategic paths. The argument is illustrated by an reinterpretation of Burgelman’s empirical studies of Intel. Finally the idea of a “routinized capability of innovation” is critically examined.