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Replication is a primary self-correction device in science. In this paper, we have two aims: to examine how and when the results of replications are used in management and organization research and to use the results of this examination to offer guidelines for improving the self-correction process.

Study 1 analyzes co-citation patterns for 135 original-replication pairs to assess the direct impact of replications, specifically examining how often and when a replication study is co-cited with its original. In Study 2, a similar design is employed to measure the indirect impact of replications by assessing how often and when a meta-analysis that includes a replication of the original study is co-cited with the original study.

Study 1 reveals, among other things, that a huge majority (92%) of sources that cite the original study fail to co-cite a replication study, thus calling into question the impact of replications in our field. Study 2 shows that the indirect impact of replications through meta-analyses is likewise minimal. However, our analyses also show that replications published in the same journal that carried the original study and authored by teams including the authors of the original study are more likely to be co-cited, and that articles in higher-ranking journals are more likely to co-cite replications.

We use our results to formulate recommendations that would streamline the self-correction process in management research at the author-, reviewer- and journal-level. Our recommendations would create incentives to make replication attempts more common, while also increasing the likelihood that these attempts are targeted at the most relevant original studies.

The phenomenon of imitation has attracted immense attention in studies of big companies, but it has been largely neglected in the immigrant entrepreneurship research thus far. The purpose of this paper is to address that gap by proposing a theoretical framework for studying immigrant entrepreneurship imitation decisions.

The framework is based on a review of relevant literature covering the issue of imitation within three perspectives: institutional, heuristics of judgement and organisational learning. We validate the framework by juxtaposing it with existing studies on immigrant entrepreneurship, where imitation practices were directly and indirectly referred to. The framework is also initially validated with data from three qualitative studies performed by the authors.

The literature-derived framework consists of three major building blocks (i.e. causes, target and content of imitation) while immigrant-entrepreneurship specificity (ethnic groups and clusters, ethnic identity, generation, and resources) constitutes the context of the framework. The authors formulate 12 propositions on which the framework is based. The specific character of immigrant entrepreneurs' imitation decision is discussed, and differences in that regard between immigrant entrepreneurs and established local businesses are highlighted.

A more diversified sample and quantitative studies are needed to further verify the proposed framework and propositions.

The framework is intended to expedite future research on immigrant entrepreneurs' imitative decisions and facilitate better-adjusted public policy to support immigrant entrepreneurs.

This paper drives attention to a widely used, yet understudied phenomenon of imitation, provides an analytical framework for the study of imitation in immigrant entrepreneurship, provides a preliminary validation of the framework and contributes to a better understanding of immigrant behaviour.

It has long been recognized that overwhelmed employees of bureaucratic organizations use a variety of strategies to cope with demand for their services, often at the expense of their clients. One such strategy involves discouraging clients from taking action by making references to complex bureaucratic procedures and routines. While the public management literature has a well-developed research program focusing on the mobilization of such administrative burdens, organization theory seems to be lagging behind in the analysis of that type of misconduct. In this chapter, we explain how references to the representational dimension of routines can be used to discourage clients from taking action, what are the boundary conditions of such a strategy, and its possible consequences for clients.