Template Use and the Effectiveness of Knowledge Transfer

References

• Argote L., Ingram P. Knowledge transfer: A basis for the competitive advantage in firms. Organ. Behav. Hum. Decision Proces. (2000) 82(1):150–169Crossref, Google Scholar
• Armenakis A. A., Harris S. G. Crafting a change message to create transformational readiness. J. Organ. Change Management (2002) 15(2):169–183Crossref, Google Scholar
• Baden-Fuller C., Winter S. Replicating knowledge practices: Principles or templates? (2007) . Working paper, Cass Business School, City University, London, UKGoogle Scholar
• Barlow D. H., Hersen M.Single Case Experimental Designs: Strategies for Studying Behavior Change (1984) 2nd ed.(Pergamon Press, New York) Google Scholar
• Bartlett C. A., Ghoshal S.Managing Across Borders: The Transnational Solution (1989) (Harvard Business School Press, Boston, MA) Google Scholar
• Bradach J. L.Franchise Organizations (1998) (Harvard Business School Press, Boston, MA) Google Scholar
• Camp R. C.Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance (1989) (ASQC Quality Press, Milwaukee, WI) Google Scholar
• Cook T. D., McLaughlin M. W., Phillips D. C. Clarifying the warrant for generalized causal inferences in quasi-experimentation. Evaluation and Education: At Quarter Century: Ninetieth Yearbook of the National Society for the Study of Education (1991) (University of Chicago Press, Chicago, IL) 115–145Google Scholar
• Cook T. D., Campbell D. T.Quasi-Experimentation: Design & Analysis Issues for Field Settings (1979) (Houghton Mifflin, Boston, MA) Google Scholar
• Cook T. D., Campbell D. T., Peracchio L., Dunnette M. D., Hough L. M. Quasi experimentation. Handbook of Industrial and Organizational Psychology (1990) (Consulting Psychologists Press, Palo Alto, CA) 491–576Google Scholar
• Ingram P., Baum J. A. C. Opportunity and constraint: Organizations' learning from the operating and competitive experience of industries. Strategic Management J. (1997) 18:75–98Crossref, Google Scholar
• Jensen R. J., Szulanski G. Stickiness and the adaptation of cross-border knowledge transfers. J. Internat. Bus. Stud. (2004) 35(6):508–523Crossref, Google Scholar
• Kogut B., Zander U. Knowledge of the firm, combinative capabilities and the replication of technology. Organ. Sci. (1992) 3(3):383–397Link, Google Scholar
• Kostova T. Transnational transfer of strategic organizational practices: A contextual perspective. Acad. Management Rev. (1999) 24(2):308–324Crossref, Google Scholar
• Kostova T., Zaheer S. Organizational legitimacy under conditions of complexity: The case of the multinational enterprise. Acad. Management Rev. (1999) 45(1):215–233Google Scholar
• Lippman S. A., Rumelt R. P. Uncertain imitability: An analysis of interfirm differences in efficiency under competition. Bell J. Econom. (1982) 13(2):418–438Crossref, Google Scholar
• MacDuffie J. P. Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry. Indust. Labor Rel. Rev. (1995) 48:197–221Crossref, Google Scholar
• Nelson R., Winter S.An Evolutionary Theory of Economic Change (1982) (Belknap Press, Cambridge, MA) Google Scholar
• O'Dell C. S., Grayson C. J., Essaides N.If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice (1998) (Free Press, New York) Google Scholar
• Oxford English Dictionary, 2nd ed. Clarendon Press. (1989) (Oxford, UK)Google Scholar
• Polanyi M.Personal Knowledge: Towards a Post-Critical Philosophy (1962) (Chicago University Press, Chicago, IL) Google Scholar
• Prahalad C. K., Doz Y. L.The Multinational Mission: Balancing Local Demands and Global Vision (1987) (Free Press, New York) Google Scholar
• Rivkin J. W. Imitation of complex strategies. Management Sci. (2000) 46(6):824–844Link, Google Scholar
• Rivkin J. W. Reproducing knowledge: Replication without imitation at moderate complexity. Organ. Sci. (2001) 12(3):274–293Link, Google Scholar
• Shadish W. R., Cook T. D., Campbell D. T.Experimental and Quasi-Experimental Designs for Generalized Causal Inference (2002) (Houghton Mifflin, Boston, MA) Google Scholar
• Stewart T. Beat the budget and astound your CEO. Fortune (1996) October 28):187–188Google Scholar
• Szulanski G., Casaburi M. V. Rank Xerox (B): Is “Telemarketing” the answer? (2004a) . Case Study, INSEAD, Fontainebleau, FranceGoogle Scholar
• Szulanski G., Casaburi M. V. Rank Xerox (C): The success of telesales. (2004b) . Case Study, INSEAD, Fontainebleau, FranceGoogle Scholar
• Szulanski G., Jensen R. J. Presumptive adaptation and the effectiveness of knowledge transfer. Strategic Management J. (2006) 27(10):937–957Crossref, Google Scholar
• Szulanski G., Deutsch G., Fueyo J., Casaburi M. V. Rank Xerox (A): Global transfer of best practices. (2004) . Case Study, INSEAD, Fontainebleau, FranceGoogle Scholar
• Teece D. J. Capturing value from knowledge assets: The new economy, markets for know-how, and intangible assets. Calif. Management Rev. (1998) 40(3):55–79Crossref, Google Scholar
• Teece D., Pisano G., Shuen A. Dynamic capabilities and strategic management. Strategic Management J. (1997) 18(7):509–533Crossref, Google Scholar
• Trochim W. M. K.The Research Methods Knowledge Base (2001) (Atomic Dog Publishing, Cincinnati, OH) Google Scholar
• Winter S. G., Montgomery C. A. Four Rs of profitability: Rents, resources, routines and replication. Resource-Based and Evolutionary Theories of the Firm: Towards Synthesis (1995) (Kluwer Academic Publishers, Norwell, MA) 147–178Crossref, Google Scholar
• Winter S. G., Szulanski G. Replication as strategy. Organ. Sci. (2001) 12(6):730–743Link, Google Scholar
• Yin R. K.Case Study Research (1989) (Sage, Newbury Park, CA) Google Scholar
• Zander U., Kogut B. Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test. Organ. Sci. (1995) 6(1):76–92Link, Google Scholar
• Zbaracki M. J. The rhetoric and reality of total quality management. Admin. Sci. Quart. (1998) 43(3):602–636Crossref, Google Scholar