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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Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
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 -