Reproducing Knowledge: Replication Without Imitation at Moderate Complexity

By Jan W. Rivkin. 2001

420 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5037c6a9b5571b8f58dc3b7e289d57eb5fa3524f

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Organizational Learning: From Experience to Knowledge (2011, neutral): “Organizations, especially for-profit firms, need to balance transferring knowledge internally with keeping the knowledge in a form that is hard for other organizations to imitate (Rivkin 2001).”
How Much to Copy? The Contingent Value of Imitation Capabilities (2007, positive): “Rivkin (2001) showed that a fixed difference in the likelihood of correctly imitating practices creates particularly high benefits for intermediate values of complexity.”
Balancing Search and Stability: Interdependencies Among Elements of Organizational Design (2003, neutral): “…that has become popular in certain formal models of organizational search (Kauffman 1995; Levinthal 1997; Levinthal and Warglien 1999; McKelvey 1999; Gavetti and Levinthal 2000; Ghemawat and Levinthal 2000; Rivkin 2000; 2001; Kauffman, Lobo, and Macready 2000; Fleming and Sorenson 2001).”
Knowledge transfer capacity and its implications for the theory of the multinational corporation (2003, background): “Explaining knowledge transfer from a willing source is conceptually and practically different from explaining competitive spillovers from unwilling sources (Teece, 1981; Mansfield et al., 1982; Rivkin, 2001).”
Firm Growth : a Survey (2007, neutral): “Silberman (1967) also finds significant departures from lognormality in his analysis of 90 four-digit SIC sectors.”
Strength in Numbers: How Does Data-Driven Decisionmaking Affect Firm Performance? (2011, background): “…report that differences in firm performances tend to increase in IT-intensive industries (Brynjolfsson et al., 2006) and firms take a strategy to balance transferring knowledge internally with keeping the knowledge in a form that it is hard for other organizations to imitate (Rivkin, 2001).”
Multinational Firm Knowledge, use of Expatriates and Foreign Subsidiary Performance (2010, neutral): “Some proprietary knowledge may also be moderately complex and thus be easier for internal replication than for external imitation (Rivkin, 2001).”
Patterned Interactions in Complex Systems: Implications for Exploration (2007, background): “…other organizational phenomena as well, including the ability of a firm to adapt to environmental change, to find a valuable configuration of choices, to imitate the effective configurations of other firms, and to replicate one’s own effective configurations (Levinthal 1997; Rivkin 2000; 2001).”
Italian industrial districts as cognitive systems: Are they still reproducible? (2011, background): “Thus, the knowledge to be transferred may span from a simple bit related to a specific process, product or component, to the knowledge needed to build an entire firm which, in turn, may be either extremely complex or relatively simple to transfer from the parent firm (Rivkin 2001).”
A capability-based view of competitive heterogeneity (2008, background): “This work tends to fall into two categories, intra-firm capability replication (Szulanski, 1996, 2000; Cool et al., 1997; Florida and Kenney, 2000; Rivkin, 2001; Winter and Sulanski, 2001; Knott, 2003) and what is often referenced as intra-firm capability imitation (Zander and Kogut, 1995; Maritan a”