Martha S. Feldman (Stanford University PhD, 1983) is the Johnson Chair for Civic Governance and Public Management at the University of California, Irvine. Her current research on organizational routines explores the role of performance and agency in creating, maintaining, and altering these fundamental organizational phenomena. Her research on public management examines how we can use our understandings of organizational process to create inclusive management practices. Her research in qualitative and interpretive methods develops ways of gathering and analyzing data that help researchers open the black boxes they confront in theory and in informants’ descriptions. She is a Senior Editor for Organization Science (as of June 2006), the Book Review Editor for International Public Management Journal, and serves on the editorial boards of Advances in Organizational Studies, Journal of Management Studies, and Organization Studies. She has written 4 books and dozens of articles on the topics of organization theory, public management and qualitative research methods. She received the Administrative Science Quarterly's 2009 award for Scholarly Contribution for her work on organization routines.
Recent Journal Publications (by topic):
Routine dynamics:
Practicing Theory and Theorizing Practice. Forthcoming. Martha S. Feldman and Wanda J. Orlikowski. Organization Science, Special Issue Perspectives on Organization Science: The First 20 Years. [download]
Routines as a source of change in organizational schemata: The role of trial-and-error learning. Forthcoming. Claus Rerup and Martha S. Feldman. Academy of Management Review. [download]
Designing routines: On the folly of designing artifacts, while hoping for patterns of action. 2008. Brian T. Pentland and Martha S. Feldman. Information and Organization 18 (2008) 235–250. [download]
Narrative networks: Patterns of technology and organization. 2007. Brian T. Pentland and Martha S. Feldman. Organization Science, 18(5): 781-795. [download]
Organizational routines as a unit of analysis. 2005. Brian T. Pentland and Martha S. Feldman. Industrial and Corporate Change, 14(5): 793-815. [download]
Resources in emerging structures and processes of change. 2004. Martha S. Feldman. Organization Science, 15(3): 295-309. [download]
Reconceptualizing organizational routines as a source of flexibility and change. 2003. Martha S. Feldman and Brian T. Pentland. Administrative Science Quarterly, 48: 94-118. Reprinted in: B. Nooteboom (ed.) Knowledge and learning in the firm. Cheltenham, UK: Edward Elgar Publishing, 2006. (2009 Administrative Science Quarterly award for scholarly contribution) [download]
A performative perspective on stability and change in organizational routines. 2003. Martha S. Feldman. Industrial and Corporate Change, 12(4): 727-752. [download]
Organizational routines as sources of connections and understandings. 2002. Martha S. Feldman and Anat Rafaeli. Journal of Management Studies, 39(3): 309-332. [download]
Organizational routines as a source of continuous change. 2000. Martha S. Feldman. Organization Science, 11(6): 611-629. Reprinted in Nathalie Lazaric and Edward Lorenz (eds.) Knowledge, Learning and Routines (Critical Studies in Economic Institutions). Cheltenham, UK: Edward Elgar Publishing, 2003. [download]
Inclusive management:
Generating resources and energizing frameworks through inclusive public management. 2009. Martha S. Feldman and Kathryn S. Quick. International Public Management Journal, Vol. 12, No. 9:137-171.
[download]
The role of the public manager in inclusion. 2007. Martha S. Feldman and Anne M. Khademian.
Governance, 20(2): 305-324. [download]
Ways of knowing and inclusive management practices. 2006. Martha S. Feldman, Anne M. Khademian, Helen Ingram, Anne S. Schneider. Public Administration Review, 66(6) (Special Issue on Collaborative Public Management): 89-99. [download]
To manage is to govern. 2002. Martha S. Feldman and Anne M. Khademian. Public Administration Review, 62(5): 541-555. [download]
Principles for public management practice: From dichotomies to interdependence. 2001. Martha S. Feldman and Anne M. Khademian. Governance, 14(3): 339-362. Reprinted in: R. Hodges (ed.) Governance and the public sector. Cheltenham, UK: Edward Elgar Publishing, 2005. [download]
Managing for inclusion: Balancing control and participation. 2000. Martha S. Feldman and Anne M. Khademian. International Journal of Public Management, 3(2): 149-168. [download]
Qualitative methods:
Making doubt generative: Rethinking the role of doubt in the research process. 2008. Karen Locke, Karen Golden-Biddle and Martha S. Feldman. Organization Science. Vol. 19, No. 6: pp. 907–918. [download]
Making sense of stories: A rhetorical approach to narrative analysis. 2004. Martha S. Feldman, Kaj Sköldberg, Ruth Nicole Brown and Debra Horner. Journal of Public Administration Research and Theory, 14(2): 147-170. Reprinted in the 20th Anniversary Journal of Public Administration Research and Theory Virtual Reader. [download]
Stories and the rhetoric of contrariety: Subtexts of organizing (change). 2002. Martha S. Feldman and Kaj Skoldberg. Culture and Organization, 8(4): 275-292. [download]