[5]. O.Lavizinova, doing the demand for the system approach and defining the organisation as social system, narrows then a spectrum of research before studying of organizational culture and development of ideas of Shejn, being actually limited to the answer to questions is present or there is no organizational culture at different stages of life cycle of the organisation? And how much it is consistent and divided?. Such approach does not consider that the organizational culture itself acts as the system characterised by certain internal structure, including (on Shejn) levels of the base representations, proclaimed values ​​and artefacts [5, c. 36]. Further, the organisation as a whole is not settled cultural or (in a more comprehensive sense) by social measurement, being the multidimensional and multispatial system [6] simultaneously presented in various functional measurements.
Therefore it is necessary to offer working out of the new approach to the theory of life cycle of the organisation in which frameworks it is necessary to subject to studying of life cycles of the internal environment of the organisation with the account of structure and features of its separate elements and an emphasis on character of evolution.
Such statement of a problem will allow to replace understanding of development of the organisation as changes of stages of life cycle by interpretation of interaction of elements of the internal environment of the organisation, own life cycles being at different stages.
Estimated results
Starting point of the offered approach is structurization of the internal environment of the organisation with allocation of primary system elements. Organizational paradigms contain the different points of view on a problem of the internal environment of the organisation. Technologies, contracts, resources, В«key the competenceВ», В«Dynamic abilitiesВ», possibility - here it is far not the full list of the categories used for the description of internal potentialities.
On this background the evolutionary theory which occurrence is initiated by R.Nelson and S.Winter 's [8] which have enriched categorial the device of the theory of the organisation by concept the works В«organizational routineВ» is allocated. The term is entered for habitual, predicted, repeating samples of activity. Unlike others В«primary elementsВ», organizational routines introduce stability in the organisation, but simultaneously act as a principal cause of changes occurring in the organisation at formation of new external operating conditions. On this basis it is possible to assert that the category В«organizational routineВ» acts as the most adequate basis for construction of evolutionary model of life cycle of the internal environment of the organisation.
From the point of view of the routine approach, the organisation appears as the object consisting from different qualitatives of elements, defined in various under the maintenance and functions spaces, but, simultaneously, and as the system including organizational routines. It is investigatory, the organisation assumes not only difficult interaction of routines of the various nature, but also permanent interosculation of arising, mature and becoming outdated routine ways.
The question of principle defining prospects of practical use of offered evolutionary model, definition of the factors influencing duration of life cycle of different organizational routines, duration of separate stages of life cycle, and also indicators of return of organizational routine is. Two groups of the factors acting as catalysts of rooting or destruction of organizational routines, defining size and dynamics of return from their use are obvious:
• Internal - size of costs of routine, that is expenses of the enterprise forming new organizational routine, supporting its steady functioning and destroying it at aging;
• External - the factors of an environment defining ability of organizational routine to provide the organisation competitive advantage (for example, whether the given organizational routine competitors can to be easily copied that levels its potential of a source of competitiveness).
Then the new judgement is received by a multilayered pyramid of the internal environment of the organisation. The fundamental levels formed by values ​​of the organisation, its mental features and intrafirm institutes, live longer. They are connected not with resources or market behaviour of the organisation, and with cultural aspects. For culture of the organisation it is characteristic casual uncertainty that does it not to the full realised and not always clear even for direct carriers. Such routines practically do not give in to copying, creating long-term strategic advantage and «corporate identity» [13].
Summary
System-integration representations a...
