Does Role Structure Compensate for Lack of Team’s Stability?

In this paper we explore the relational and collective nature of routines by investigating routine recurrence in project-based organizations (PBOs), where participants’ turnover within and across projects is high. We draw on ideas from organization theory and role theory to develop a on inductive case study, combining top-down theory and bottom-up approaches to data collection and analysis. We conclude that role structure compensates for the stability of routine participants as far as actors interact with each other, cover the same roles across different projects, and do not behave as troublemakers.