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    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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Unsanctioned Practice Innovation: A Process Model

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Unsanctioned Practice Innovation : A Process Model. / Demir, Robert; Knights, David.

In: Long Range Planning, Vol. 54, No. 4, 102108, 31.08.2021.

Research output: Contribution to journalJournal articlepeer-review

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@article{af74acd3e13848e58bf9456be77ad208,
title = "Unsanctioned Practice Innovation: A Process Model",
abstract = "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.",
keywords = "Practice innovation, Unsanctioned, Practice, Legitimacy",
author = "Robert Demir and David Knights",
note = "This is the author{\textquoteright}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",
year = "2021",
month = aug,
day = "31",
doi = "10.1016/j.lrp.2021.102108",
language = "English",
volume = "54",
journal = "Long Range Planning",
issn = "0024-6301",
publisher = "ELSEVIER SCI LTD",
number = "4",

}

RIS

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 -