Power Differentials and Performative Deviation Paths in Practice Transfer: The Case of Evidence-Based Medicine

  • Authors:

  • Roopa Raman;Anandhi Bharadwaj

  • Affiliations:

  • Department of Management, College of Business and Behavioral Science, Clemson University, Clemson, South Carolina 29634;Goizueta Business School, Emory University, Atlanta, Georgia 30322

  • Venue:
  • Organization Science
  • Year:
  • 2012

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Abstract

Practice transfer processes in organizations often do not proceed as planned. Prior literature has viewed unplanned deviations as undesirable, emphasizing ways to reduce or overcome them. Performative deviations refer to such unplanned deviations in the actual performance of practice transfer processes from the prescribed intentions of the organization. In this research, we seek to provide a fine-grained analysis of the nature of performative deviation paths through which practice transfer processes unfold by focusing on the role of power differentials. We find that power differentials among transfer participants can cause the unfolding practice transfers to deviate from prescribed processes along one of two alternative paths—the agency-based performative deviation path or the knowledge-based performative deviation path. Although the agency-based performative deviation path hinders successful practice transfer, the knowledge-based performative deviation path can actually be helpful to organizations. We draw on the dual-nature framework of organizational routines and the pluralist lens of power as our theoretical foundation and evidence-based medicine in healthcare as our empirical context to derive a set of propositions about the different performative deviation paths through which practice transfer processes unfold, based on the nature of power differentials among work roles involved in practice transfer and the different outcomes that result. The roles of outcome uncertainty and information technology are also presented.