Managing Change at Novotel: Back to the Future

Calori, Roland; Baden‐Fuller, Charles; Hunt, Brian

doi:10.1016/s0024-6301(00)00090-x

Cited by 32 publications

(14 citation statements)

References 19 publications

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“…There can of course be other sources of motivation, and in fact replication is commonly thought of in terms of proactively leveraging success rather than fending off adversity. In our cases, however, we do find signs of the dialectic of slack and necessity, a dialectic tension long familiar in discussions of organizational innovation (Cyert and March, 1992;March, 1991;Calori, Baden-Fuller, and Hunt, 2000), but one not commonly reported in the replication context. Both organizations faced external selection environments that were tough and getting tougher.…”

Section: External and Internal Selection Environmentcontrasting

confidence: 51%

Replicating Organizational Knowledge: Principles or Templates?

Baden‐Fuller

Winter

2008

SSRN Journal

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in ABSTRACTWe discuss how firms can replicate practices and knowledge embedded in practices by following principles, with no direct reference to an extant working example (template). Definitions are provided for the key concepts of templates, principles, and background knowledge. We address the challenges of providing operational measures for successful replication, and for comparing the efficacy of principles and templates. By using two longitudinal case studies of replication across the units of two multi-unit organizations, we support the central claim that in certain circumstances replication by principles can be as speedy and cost effective as replication with templates, and deliver results of comparable quality. The principle contingencies affecting the relative performance of the two methods are identified. We also point out that replication efforts can be a source or incubator, as well as an application area, for dynamic capabilities in an organization. We briefly suggest what the results may mean for theories of knowledge-based competition.

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Section: External and Internal Selection Environmentcontrasting

confidence: 51%

Replicating Organizational Knowledge: Principles or Templates?

Baden‐Fuller

Winter

2008

SSRN Journal

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“…This points to the value of dialectical thinking where change is perceived as a holistic phenomenon that exhibits many interconnected facets of activities (Calori et al, 2000).…”

Section: Insert Figure 1 About Herementioning

confidence: 99%

Internal change agents’ view of the management of change problem

Saka

2003

Journal of Organizational Change Management

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“…Many researchers -some of which following on from the inspiring work of Lewin (1947) -have also proposed integrated frameworks for strategy formulation and successful implementation (e.g. Ansoff and McDonnell, 1990;Gioia and Chittipeddi, 1991;BadenFuller and Stopford, 1994;Kotter, 1995;Hussey, 1996;Galpin, 1997;Johnson and Scholes, 1999;Calori et al, 2000;Cândido and Morris, 2001). Some others have adopted a different approach and decided to empirically test the impact of these frameworks and of their success factors (e.g.…”

Section: Introductionmentioning

confidence: 99%

Strategy implementation: What is the failure rate?

Cândido

Santos

2015

Journal of Management & Organization

130

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It is often claimed that 50 to 90 percent of strategic initiatives fail. Although these claims have had a significant impact on management theory and practice, they are controversial. We aim to clarify why this is the case. Towards this end, an extensive review of the literature is presented, assessed, compared and discussed. We conclude that whilst it is widely acknowledged that the implementation of a new strategy can be a difficult task, the true rate of implementation failure remains to be determined. Most of the estimates presented in the literature are based on evidence that is outdated, fragmentary, fragile, or just absent. Careful consideration is advised before using current estimates to justify changes in the theory and practice. A set of guiding principles is presented for assisting researchers to produce better estimates of the rates of failure.

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Managing Change at Novotel: Back to the Future

Cited by 32 publications

References 19 publications

Replicating Organizational Knowledge: Principles or Templates?

Replicating Organizational Knowledge: Principles or Templates?

Internal change agents’ view of the management of change problem

Strategy implementation: What is the failure rate?

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