Rights statement: This is the peer reviewed version of the following article:Friesl, M. and Larty, J. (2018), The Exploration Phase of Replication Strategies: The Role of Autonomous Action for Reverse Knowledge Flows. Brit J Manage, 29: 411-427. doi:10.1111/1467-8551.12239 which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/1467-8551.12239/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 - The exploration phase of replication
T2 - the role of autonomous action for overcoming knowledge boundaries in replicator organizations
AU - Friesl, Martin
AU - Larty, Joanne
N1 - This is the peer reviewed version of the following article:Friesl, M. and Larty, J. (2018), The Exploration Phase of Replication Strategies: The Role of Autonomous Action for Reverse Knowledge Flows. Brit J Manage, 29: 411-427. doi:10.1111/1467-8551.12239 which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/1467-8551.12239/abstract This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.
PY - 2018/7
Y1 - 2018/7
N2 - Replication strategies rely on the exploration of new knowledge. An important source of new knowledge is the transfer of unit level experience to HQ, a process referred to as reverse knowledge flows. Such knowledge flows are fraught with difficulty as formal mechanisms often break down due to diverging business interests of unit and HQ managers. This study brings together research on knowledge stickiness and autonomous action to provide a new avenue for understanding RKF after formal mechanisms break down. By drawing on an exploratory study of a franchise network, we provide an insight into how autonomous action reduces initiation stickiness, but potentially increases implementation stickiness. Our analysis suggests that the role of autonomous action for reverse knowledge flows is moderated by unit managers’ resource expectations that emerge as a result of autonomous action. Exploring the interplay of autonomous action and knowledge stickiness provides new explanatory means for understanding reverse knowledge flows in replicator organizations.
AB - Replication strategies rely on the exploration of new knowledge. An important source of new knowledge is the transfer of unit level experience to HQ, a process referred to as reverse knowledge flows. Such knowledge flows are fraught with difficulty as formal mechanisms often break down due to diverging business interests of unit and HQ managers. This study brings together research on knowledge stickiness and autonomous action to provide a new avenue for understanding RKF after formal mechanisms break down. By drawing on an exploratory study of a franchise network, we provide an insight into how autonomous action reduces initiation stickiness, but potentially increases implementation stickiness. Our analysis suggests that the role of autonomous action for reverse knowledge flows is moderated by unit managers’ resource expectations that emerge as a result of autonomous action. Exploring the interplay of autonomous action and knowledge stickiness provides new explanatory means for understanding reverse knowledge flows in replicator organizations.
KW - Replication
KW - reverse knowledge flows
KW - autonomous action
KW - knowledge stickiness
KW - exploration
KW - exploitation
KW - knowledge transfer
U2 - 10.1111/1467-8551.12239
DO - 10.1111/1467-8551.12239
M3 - Journal article
VL - 29
SP - 411
EP - 427
JO - British Journal of Management
JF - British Journal of Management
SN - 1467-8551
IS - 3
ER -