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Book part
Publication date: 28 May 2019

Charlotte Blanche and Patrick Cohendet

In this chapter, the authors enter the world of ballet to be inspired by artistic teams. This original point of view proposes a complementary understanding of the dynamics of…

Abstract

In this chapter, the authors enter the world of ballet to be inspired by artistic teams. This original point of view proposes a complementary understanding of the dynamics of routines replication where preserving the authenticity of the project’s intent is emphasized over economic efficiency considerations.

The authors propose that analyzing the remounting of a ballet as an in-depth extreme case study provides an opportunity to learn more about other aspects that can be relevant in transfer stories: the importance accorded to the intent of the routine to be transferred; the existence of a dialogical dynamic that engages artifacts and memories of this intent; the existence of a meta-routine that structures and enables the transfer of sub-routines across geographical distance in another context. The authors will see that, in this case, routines replication is also made possible through sharing of a routine’s ostensive aspect which is embedded in a professional culture.

The overarching priority in remounting a show is strict respect for the choreographer’s original intent. As replicator and imitator teams encounter the consequences of a new location and its characteristics, the authors will examine how they face the replication dilemma, coordinate themselves, and use innovation to achieve replication.

Details

Routine Dynamics in Action: Replication and Transformation
Type: Book
ISBN: 978-1-78756-585-2

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Book part
Publication date: 28 May 2019

Thomas Schmidt, Timo Braun and Jörg Sydow

Organizational routines emerge in firms during the process of new venture creation. Typically, they are imprinted and sometimes replicated by the entrepreneurs creating the…

Abstract

Organizational routines emerge in firms during the process of new venture creation. Typically, they are imprinted and sometimes replicated by the entrepreneurs creating the organization, reflecting individual and contextual characteristics. In particular cases, organizations are designed for replicating routines for new ventures. The authors investigate one such case from the IT industry using a dynamic routine perspective and focus on how routines originally created by an organization are replicated in several new ventures. In more detail, the authors focus on how routine replication counter-intuitively allows for innovating in new venture creation. The authors find that routine replication supports entrepreneurial innovation in three ways: (1) the replicator organization’s accelerating routines unburden the replicator organization’s innovating routines; (2) the replicator organization’s accelerating routines unburden the new venture’s innovating routines; and (3) the new venture’s accelerating routines unburden the new venture’s innovating routines. The authors contribute to the discussion about the replication dilemma by conceptualizing “unburdening” as a mechanism that allows both routinization and innovation benefits to be reaped.

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Routine Dynamics in Action: Replication and Transformation
Type: Book
ISBN: 978-1-78756-585-2

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Article
Publication date: 5 May 2020

Jamal T. Maalouf, James Combs, William E. Gillis and Alexa Perryman

The purpose of this paper is to introduce strategy as a factor that explains when franchisors – through the franchisees they select – seek to replicate routines exactly versus…

892

Abstract

Purpose

The purpose of this paper is to introduce strategy as a factor that explains when franchisors – through the franchisees they select – seek to replicate routines exactly versus allow local adaptation of routines.

Design/methodology/approach

Combined archival and survey data from 248 US and Canadian franchisors actively seeking franchisees were used to test hypotheses via structural equation modeling. The robustness of results was comprehensively explored.

Findings

As hypothesized, results suggest that franchisors pursuing plural form strategies select franchisees with traits that foster replication, such as prior managerial experience and the desire to become multi-outlet franchisees. Those franchisors pursuing turnkey strategies seek franchisees who exhibit a willingness to experiment and adapt. In contrast to expectations, plural form franchisors were more likely to seek franchisees with local market knowledge.

Originality/value

Strategy influences whether franchisors select franchisees who will replicate versus adapt organizational routines. The authors introduce strategy as a factor affecting the extent to which routines are replicated exactly versus adapted locally. For franchising research, they challenge prior theory by explaining why franchisors invest in franchisee selection rather than waiting for the best franchisees to self-select into franchising.

Details

Journal of Knowledge Management, vol. 24 no. 4
Type: Research Article
ISSN: 1367-3270

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Book part
Publication date: 19 August 2017

Knut Ingar Westeren

Knowledge transfer considers the company as a dynamic system dealing with different kinds of knowledge. As production becomes more knowledge-based, this increases the potential…

Abstract

Knowledge transfer considers the company as a dynamic system dealing with different kinds of knowledge. As production becomes more knowledge-based, this increases the potential for capturing and taking advantage of knowledge. On the other side, these factors become more complex and difficulties increase for the effective transfer of knowledge across organizational boundaries.

Research on knowledge transfer has experienced substantial growth in the past 30 years and research on knowledge transfer is still increasing (Kumar & Ganesh, 2009). The literature argues quite unanimously that there is a positive link between knowledge sharing and competitive advantage. This is analyzed in several studies, but according to Dyer and Hatch (2006), this assumption has not been generally proven. In this chapter, we discuss the points of view from different contributions on this subject. In the empirical part of this chapter, we propose the idea that knowledge transfer is a way for organizations to be more competitive and implement changes essential to their survival. This is done by looking at five firms in the meat producing industry in different countries.

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Human Capital and Assets in the Networked World
Type: Book
ISBN: 978-1-78714-828-4

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Available. Open Access. Open Access
Book part
Publication date: 28 May 2019

Siri Boe-Lillegraven

We currently know little about how transferring can be accomplished when source- and target environments only have little in common. This chapter utilizes the case of EuroCo and…

Abstract

We currently know little about how transferring can be accomplished when source- and target environments only have little in common. This chapter utilizes the case of EuroCo and AsiaCo to account for how a transfer of interrelated routines across multiple boundaries unfolds. A pragmatic and flexible approach to transferring, where coordinating actors attended to replication and adaptation as means rather than ends, is illuminated. Notably, coordinators split their work into smaller chunks by focusing on artifacts, people, and actions. As pressures to progress the transfer increased, they conceived of new ideas for performances and put the ideas to use along three trajectories focused on embedding, embodying, and enacting routines. Eventually, they blended performances from each trajectory back together into a new overarching notion of what was to be transferred. In elaborating on and discussing these findings, the chapter contributes to literature on routine transfer. Boundary conditions and avenues for future research are discussed.

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Routine Dynamics in Action: Replication and Transformation
Type: Book
ISBN: 978-1-78756-585-2

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Article
Publication date: 7 June 2021

Lihong Zhou, Longqi Chen and Yingying Han

The provision of high-quality e-Government services requires efficient and collaborative sharing of data across varied types of government agencies. However, interagency…

743

Abstract

Purpose

The provision of high-quality e-Government services requires efficient and collaborative sharing of data across varied types of government agencies. However, interagency government data sharing (IDS) is not always spontaneous, active and unconditional. Adopting a stickiness theory, this paper reports on a research study, which explores the causes of data stickiness in IDS.

Design/methodology/approach

This study employed an inductive case study approach. Twenty-three officials from the government of City M in Hubei Province, Central China, were approached and interviewed using a semi-structured question script.

Findings

The analysis of the interview data pointed to 27 causes of data stickiness in five main themes: data sharing willingness; data sharing ability; data articulatability; data residence; and data absorptive capacity. The analysis revealed that interagency tensions and lack of preparedness of individual agencies are the main causes of data stickiness in IDS.

Originality/value

The case setting is based on China's Government, but the findings offer useful insights and indications that can be shared across international borders.

Details

Journal of Documentation, vol. 77 no. 6
Type: Research Article
ISSN: 0022-0418

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Article
Publication date: 31 August 2020

Desiderio J. García-Almeida and Alicia Bolívar-Cruz

This paper aims to identify the main factors affecting the success of the knowledge replication process in service firms when new units/outlets are created or acquired.

492

Abstract

Purpose

This paper aims to identify the main factors affecting the success of the knowledge replication process in service firms when new units/outlets are created or acquired.

Design/methodology/approach

The quantitative approach of the study is based on a survey to the first general managers of new hotels integrated in Spanish hotel chains that implement a strategy of knowledge replication.

Findings

Transfer experience in the region; compatibility between the underlying cultural context of the knowledge and the recipients’ culture; recipients’ absorptive capacity; source’s and recipients’ motivation; and lack of adaptation in the transfer routines are key factors that influence several aspects of knowledge replication success in service firms.

Research limitations/implications

From an academic point of view, this work identifies the determinants of success in replication processes. Moreover, two dimensions in knowledge replication success have been identified: a functional dimension and an economic one. Industry and survey limitations must be considered.

Practical implications

Organizations that face a growth process where they want to replicate their corporate knowledge should consider several aspects that seem to be determinants of success in those projects.

Originality/value

Despite the prevalence of replication-based growth strategies in the service sector, there is a lack of research analyses about this phenomenon in the academic literature. The empirical-based research on knowledge transfer and service firms’ growth is scarce and fragmented. This work provides an integrated view of factors affecting knowledge replication success in new organizational units from an empirical quantitative approach.

Details

Journal of Knowledge Management, vol. 24 no. 9
Type: Research Article
ISSN: 1367-3270

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Book part
Publication date: 15 July 2020

Prithwiraj (Raj) Choudhury

This chapter argues that intra-firm geographic mobility is an understudied mechanism that can help mitigate coordination failures in a geographically distributed organization. The

Abstract

This chapter argues that intra-firm geographic mobility is an understudied mechanism that can help mitigate coordination failures in a geographically distributed organization. The chapter presents an organizing framework on how intra-firm geographic mobility creates value for firms and discusses how intra-firm geographic mobility can create value for individual workers. The chapter concludes by presenting a future research agenda for intra-firm geographic mobility in light of emerging phenomena such as global collaborative patenting by multinationals, temporary colocation of knowledge workers, and nonstandard work.

Details

Employee Inter- and Intra-Firm Mobility
Type: Book
ISBN: 978-1-78973-550-5

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Article
Publication date: 27 March 2020

Henry Adobor

A core premise of the paper is that participative, democratic organizational forms have a direct effect on openness. A key proposition is that organizational forms that promote…

1874

Abstract

Purpose

A core premise of the paper is that participative, democratic organizational forms have a direct effect on openness. A key proposition is that organizational forms that promote inclusion, transparency and shared decision-making more broadly as part of their structure and culture would enhance greater openness. However, democratic forms are not a panacea when it comes to openness, there are inherent paradoxes, leading to inevitable tradeoffs that democratic organizations must manage.

Design/methodology/approach

The theoretical framework in the study explores the interaction between open strategy making and organizational democracy. This paper reviews the literature on open strategy and organizational democracy and presents propositions linking openness and elements of democratic organizations.

Findings

Open strategy requires a level of inclusion and transparency not typically associated with hierarchical organizations. This paper proposed that an organizational context where there are institutionalized processes that promote both transparency and inclusiveness, shared decision-making and a supportive organizational culture would promote openness. At the same time, these organizations need to manage key paradoxes associated with organizational democracy to benefit from its positive effect on openness. The idea is not that hierarchies cannot be open; they may simply need to be more creative and work harder at providing the scaffolding for participation.

Research limitations/implications

This is a conceptual paper and we cannot make any claims of causality. It is also possible to refine the framework by adding or eliminating some of the conceptual variables.

Practical implications

Opening up the strategy process to non-traditional stakeholders can improve the strategy formation process. Non-traditional stakeholders can bring new insight, and be motivated and prepared for strategy implementation when they are part of the strategy formation process. Organizations need to focus on creating a climate that supports openness by emphasizing structural forms that promote openness. Sharing decision-making, profits and creating a democratic culture are important for successful openness. In addition, organizations need to manage the tradeoffs that arise as they link organizational democracy to openness.

Originality/value

This paper discusses the link between open strategy and organizational democracy. The research sheds light on how organizational forms, specifically structure affects openness, as well as the limits to structure and openness.

Details

Journal of Strategy and Management, vol. 13 no. 2
Type: Research Article
ISSN: 1755-425X

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Article
Publication date: 31 January 2019

Judith Jacob Iddy and Ilan Alon

This paper aims to offer a comprehensive systematic review of knowledge management (KM) in franchising literature over the past 29 years.

2022

Abstract

Purpose

This paper aims to offer a comprehensive systematic review of knowledge management (KM) in franchising literature over the past 29 years.

Design/methodology/approach

By means of bibliometric citation analysis, ISI Web of Science (WoS) database is used to analyze articles from 1990-2018. A total of 169 articles by 369 authors across 40 countries published in 113 journals from 200 institutions were clustered and examined through HistCites and VOSviewer.

Findings

The exploration of KM in franchising is associated with 3 factors: governance structure; performance outcome; and franchise network growth. The findings also reveal that KM in franchising is still an emerging discipline encompassing conflicting results which offer potential for future research.

Research limitations/implications

Identified research gaps and contradicting views in the literature offer opportunities for researchers to contribute to this research domain by empirically testing the role of absorptive capacity, replication vs adaptation strategies and new franchising formats, such as micro/social franchising.

Originality/value

This study is unique in its examination of KM in franchising. It also highlights the value of knowledge in franchise chain performance.

Details

Journal of Knowledge Management, vol. 23 no. 4
Type: Research Article
ISSN: 1367-3270

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