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The influence of knowledge in the replication of routines


  • Markus Becker

    (University of Southern Denmark)

  • Nathalie Lazaric

    () (GREDEG - Groupe de Recherche en Droit, Economie et Gestion - UNS - Université Nice Sophia Antipolis - UCA - Université Côte d'Azur - CNRS - Centre National de la Recherche Scientifique)


From a resource-based pespective, one of the most important levers of firm strategy are resources that are difficult to imitate. a crucial challenge for managers then is to replicate these resources wihin the firm, while at the same time protecting them from imitation by competitors. Organizational routines are often named as candidates for such resources. A good understanding of the replication of organizational routines is therefore of great strategic interest. This article focuses on one aspect that seems to play an important role in the replication of routines: knowledge. The objective of this article is to identify knowledge-related aspects that have an influence in the replication of routines. In this and by defining routines in their social and cognitive dimensions, it contributes to a better understanding of their duplication process.

Suggested Citation

  • Markus Becker & Nathalie Lazaric, 2003. "The influence of knowledge in the replication of routines," Post-Print hal-00457124, HAL.
  • Handle: RePEc:hal:journl:hal-00457124
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    References listed on IDEAS

    1. Nathalie Greenan, 2003. "Organisational change, technology, employment and skills: an empirical study of French manufacturing," Cambridge Journal of Economics, Oxford University Press, vol. 27(2), pages 287-316, March.
    2. Cohen, Michael D, et al, 1996. "Routines and Other Recurring Action Patterns of Organizations: Contemporary Research Issues," Industrial and Corporate Change, Oxford University Press, vol. 5(3), pages 653-698.
    3. Luciana D'Adderio, 2003. "Configuring software, reconfiguring memories: the influence of integrated systems on the reproduction of knowledge and routines," Industrial and Corporate Change, Oxford University Press, vol. 12(2), pages 321-350, April.
    4. Brian T. Pentland, 2003. "Conceptualizing and Measuring Variety in the Execution of Organizational Work Processes," Management Science, INFORMS, vol. 49(7), pages 857-870, July.
    5. Nathalie Lazaric, 2000. "The role of routines, rules and habits in collective learning: some epistemological and ontological considerations," Post-Print hal-00457133, HAL.
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    Cited by:

    1. Nathalie Lazaric, 2012. "Evolution of Individual and Organizational Knowledge: Exploring Some Motivational Triggers Enabling Change," Chapters,in: Handbook of Knowledge and Economics, chapter 21 Edward Elgar Publishing.
    2. Lazaric, Nathalie, 2011. "Organizational routines and cognition: an introduction to empirical and analytical contributions," Journal of Institutional Economics, Cambridge University Press, vol. 7(02), pages 147-156, June.
    3. Cegarra-Navarro, Juan-Gabriel & Eldridge, Stephen & Wensley, Anthony K.P., 2014. "Counter-knowledge and realised absorptive capacity," European Management Journal, Elsevier, vol. 32(2), pages 165-176.
    4. Markus C. Becker & Nathalie Lazaric & Richard R. Nelson & Sidney G. Winter, 2005. "Applying organizational routines in understanding organizational change," Industrial and Corporate Change, Oxford University Press, vol. 14(5), pages 775-791, October.
    5. Richard Arena & Agnès Festré & Nathalie Lazaric (ed.), 2012. "Handbook of Knowledge and Economics," Books, Edward Elgar Publishing, number 3101.

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