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    Rights statement: This is the peer reviewed version of the following article: Friesl, M., Larty, J., and Jacobs, C. (2018) Putting Strategy into Action – The Role of Artefacts for Business Format Replication. European Management Review, 15: 221–235. https://doi.org/10.1111/emre.12119 which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/emre.12119/abstract This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.

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Putting strategy into action – The role of artefacts for business format replication

Research output: Contribution to journalJournal article

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Putting strategy into action – The role of artefacts for business format replication. / Friesl, Martin; Larty, Joanne; Jacobs, Claus.

In: European Management Review, Vol. 15, No. 2, 2018, p. 221-235.

Research output: Contribution to journalJournal article

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Friesl, Martin ; Larty, Joanne ; Jacobs, Claus. / Putting strategy into action – The role of artefacts for business format replication. In: European Management Review. 2018 ; Vol. 15, No. 2. pp. 221-235.

Bibtex

@article{b9d92a90d02d4c098fff47385c0cb6e7,
title = "Putting strategy into action – The role of artefacts for business format replication",
abstract = "In order to facilitate the implementation of replication strategies, organizations often use a variety of artefacts such as manuals and handbooks. Existing research has largely focused on the extent to which artefacts can act as knowledge repositories that help to facilitate replication. This body of literature has made significant contributions to our understanding of the role of replication, but has focused more on highlighting key challenges involved in the codification of knowledge. This paper demonstrates that artefact based replication is a double edged sword. While replication is enabled by, ‘configuring’ artefact-action relationships (focussing, situating, coordinating) our analysis also reveals that replication is constrained by ‘decoupling’ artefact-action relationships (accounting, differentiating, disengaging). Our findings contribute to research on replication and provide a more nuanced understanding of why the implementation of replication strategies might fail. We also add to the recent debate on socio-materiality in strategy research more generally.",
keywords = "replication, artefacts, practice, strategy implementation, materiality",
author = "Martin Friesl and Joanne Larty and Claus Jacobs",
note = "This is the peer reviewed version of the following article: Friesl, M., Larty, J., and Jacobs, C. (2018) Putting Strategy into Action – The Role of Artefacts for Business Format Replication. European Management Review, 15: 221–235. https://doi.org/10.1111/emre.12119 which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/emre.12119/abstract This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.",
year = "2018",
doi = "10.1111/emre.12119",
language = "English",
volume = "15",
pages = "221--235",
journal = "European Management Review",
issn = "1740-4754",
publisher = "Wiley-Blackwell",
number = "2",

}

RIS

TY - JOUR

T1 - Putting strategy into action – The role of artefacts for business format replication

AU - Friesl, Martin

AU - Larty, Joanne

AU - Jacobs, Claus

N1 - This is the peer reviewed version of the following article: Friesl, M., Larty, J., and Jacobs, C. (2018) Putting Strategy into Action – The Role of Artefacts for Business Format Replication. European Management Review, 15: 221–235. https://doi.org/10.1111/emre.12119 which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/emre.12119/abstract This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.

PY - 2018

Y1 - 2018

N2 - In order to facilitate the implementation of replication strategies, organizations often use a variety of artefacts such as manuals and handbooks. Existing research has largely focused on the extent to which artefacts can act as knowledge repositories that help to facilitate replication. This body of literature has made significant contributions to our understanding of the role of replication, but has focused more on highlighting key challenges involved in the codification of knowledge. This paper demonstrates that artefact based replication is a double edged sword. While replication is enabled by, ‘configuring’ artefact-action relationships (focussing, situating, coordinating) our analysis also reveals that replication is constrained by ‘decoupling’ artefact-action relationships (accounting, differentiating, disengaging). Our findings contribute to research on replication and provide a more nuanced understanding of why the implementation of replication strategies might fail. We also add to the recent debate on socio-materiality in strategy research more generally.

AB - In order to facilitate the implementation of replication strategies, organizations often use a variety of artefacts such as manuals and handbooks. Existing research has largely focused on the extent to which artefacts can act as knowledge repositories that help to facilitate replication. This body of literature has made significant contributions to our understanding of the role of replication, but has focused more on highlighting key challenges involved in the codification of knowledge. This paper demonstrates that artefact based replication is a double edged sword. While replication is enabled by, ‘configuring’ artefact-action relationships (focussing, situating, coordinating) our analysis also reveals that replication is constrained by ‘decoupling’ artefact-action relationships (accounting, differentiating, disengaging). Our findings contribute to research on replication and provide a more nuanced understanding of why the implementation of replication strategies might fail. We also add to the recent debate on socio-materiality in strategy research more generally.

KW - replication

KW - artefacts

KW - practice

KW - strategy implementation

KW - materiality

U2 - 10.1111/emre.12119

DO - 10.1111/emre.12119

M3 - Journal article

VL - 15

SP - 221

EP - 235

JO - European Management Review

JF - European Management Review

SN - 1740-4754

IS - 2

ER -