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    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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The exploration phase of replication: the role of autonomous action for overcoming knowledge boundaries in replicator organizations

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The exploration phase of replication : the role of autonomous action for overcoming knowledge boundaries in replicator organizations. / Friesl, Martin; Larty, Joanne.

In: British Journal of Management, Vol. 29, No. 3, 07.2018, p. 411-427.

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@article{c03bf8dee5be4cdca4db882c2b2061ba,
title = "The exploration phase of replication: the role of autonomous action for overcoming knowledge boundaries in replicator organizations",
abstract = "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{\textquoteright} 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.",
keywords = "Replication, reverse knowledge flows, autonomous action, knowledge stickiness, exploration, exploitation, knowledge transfer",
author = "Martin Friesl and Joanne Larty",
note = "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.",
year = "2018",
month = jul,
doi = "10.1111/1467-8551.12239",
language = "English",
volume = "29",
pages = "411--427",
journal = "British Journal of Management",
issn = "1045-3172",
publisher = "Blackwell Publishing Ltd",
number = "3",

}

RIS

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 - 1045-3172

IS - 3

ER -