Into the Black Box: The Knowledge Transformation Cycle
Management Science
Information and Management
Information system development agility as organizational learning
European Journal of Information Systems - Including a special section on business agility and diffusion of information technology
Information and Management
Competitive Implications of Interfirm Mobility
Organization Science
Knowledge versus learning in internationalization of offshoring activities in China: A case study
Journal of Engineering and Technology Management
Designing routines: On the folly of designing artifacts, while hoping for patterns of action
Information and Organization
Pre-Entry Knowledge, Learning, and the Survival of New Firms
Organization Science
A General Interindustry Relatedness Index
Management Science
Experiencing the Improbable: Rare Events and Organizational Learning
Organization Science
Information and Management
Component-Based Technology Transfer in the Presence of Potential Imitators
Management Science
Experience Spillovers Across Corporate Development Activities
Organization Science
Dealing with Unusual Experiences: A Narrative Perspective on Organizational Learning
Organization Science
Journal of Engineering and Technology Management
Expert Systems with Applications: An International Journal
PERSPECTIVE: Toward a Behavioral Theory of Strategy
Organization Science
Reproducing Knowledge: Inaccurate Replication and Failure in Franchise Organizations
Organization Science
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Replication, a familiar phenomenon sometimes referred to as the "McDonalds approach," entails the creation and operation of a large number of similar outlets that deliver a product or perform a service. Companies pursuing this strategy are now active in over 60 industries. Although replicators are becoming one of the dominant organizational forms of our time, they have been neglected by scholars interested in organizations. As a result of this neglect, replication is typically conceptualized as little more than the exploitation of a simple business formula. Such a view clouds the strategic subtlety of replication by sidestepping the exploration efforts to uncover and develop the best business model as well as the ongoing assessment that precedes large-scale replication of it. Empirical evidence supports an alternative view of replication strategy as a process that involves a regime of exploration in which the business model is created and refined, followed by a phase of exploitation in which the business model is stabilized and leveraged through large-scale replication.In this paper we present the key elements of a theory of replication strategy. We discuss key aspects of a replication strategy, namely the broad scope of knowledge transfer and the role of the central organization, and the analytical concepts of template and Arrow core as a preamble for specifying hypotheses about the conditions under which a replication strategy is more likely to succeed in a competitive setting. Replication strategy provides unusually transparent examples of the process of leveraging knowledge assets; we exploit this in our concluding discussion.