Rights statement: This is the author’s version of a work that was accepted for publication in Long Range Planning. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Long Range Planning, 54, 4, 2021 DOI: 10.1016/j.lrp.2021.102108
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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 - Unsanctioned Practice Innovation
T2 - A Process Model
AU - Demir, Robert
AU - Knights, David
N1 - This is the author’s version of a work that was accepted for publication in Long Range Planning. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Long Range Planning, 54, 4, 2021 DOI: 10.1016/j.lrp.2021.102108
PY - 2021/8/31
Y1 - 2021/8/31
N2 - This paper focuses on unsanctioned practice innovations (UPIs) and how they are generated and realised by those outside the senior ranks of an organisation. Through a longitudinal in-depth qualitative study of a multinational firm between 2001-2014, we discovered how deviance from formal procedural frameworks had diverse and often creative and productive effects that countered the constraints of transparency, legitimacy and top-down planning of practice innovations. Deviants enact a range of manoeuvres, often resulting in delegitimising prescribed practices and novel solutions to problems that an organisation encounters. We provide an analytical account of these UPIs, the manoeuvres necessary in their claims to legitimacy and the implications for more formal practice innovations.
AB - This paper focuses on unsanctioned practice innovations (UPIs) and how they are generated and realised by those outside the senior ranks of an organisation. Through a longitudinal in-depth qualitative study of a multinational firm between 2001-2014, we discovered how deviance from formal procedural frameworks had diverse and often creative and productive effects that countered the constraints of transparency, legitimacy and top-down planning of practice innovations. Deviants enact a range of manoeuvres, often resulting in delegitimising prescribed practices and novel solutions to problems that an organisation encounters. We provide an analytical account of these UPIs, the manoeuvres necessary in their claims to legitimacy and the implications for more formal practice innovations.
KW - Practice innovation
KW - Unsanctioned
KW - Practice
KW - Legitimacy
U2 - 10.1016/j.lrp.2021.102108
DO - 10.1016/j.lrp.2021.102108
M3 - Journal article
VL - 54
JO - Long Range Planning
JF - Long Range Planning
SN - 0024-6301
IS - 4
M1 - 102108
ER -