The sustained idea of this article is that the concept of imitation has not been sufficiently developed in the field of strategic management and has often been confused with the notion of mimicry. Therefore, the objective of this research is to emphasize the distinction between different types of imitation unlike a lot of research on companies imitative behavior focused on one type as the perfect imitation. This will clarify ambiguities in the literature on imitation, and show that the mobilization of neo institutional theory is not sufficient to explain all the imitative behavior of organizations in a market.

The sustained idea of this article is that the concept of imitation has not been sufficiently developed in the field of strategic management and has often been confused with the notion of mimicry. Therefore, the objective of this research is to emphasize the distinction between different types of imitation unlike a lot of research on companies imitative behavior focused on one type as the perfect imitation. This will clarify ambiguities in the literature on imitation, and show that the mobilization of neo institutional theory is not sufficient to explain all the imitative behavior of organizations in a market.

The main idea of the article says that the concept BM imitation (BMIm) has not been developed adequately in the strategic management field, even though it has been greatly used recently by researchers. Therefore, the aim of our research is to propose a definition of BMIm and to highlight the distinction between several types of BMIm. On the ground of this, we will clarify the ambiguities in the literature related to this concept, and show that imitating a competitor's BM does not necessarily mean imitating all the components of a BM

Les entreprises confrontées aux innovations produits de leurs concurrents peuvent les imiter en développant une capacité d’absorption. En étudiant 57 imitations sur le marché des cartes bancaires, les auteurs montrent que cette capacité est le résultat délibéré d’une coordination entre différents services, que cette capacité évolue et routinise le processus de décision pour imiter, et que les connaissances sur les marchés connexes permettent de construire une capacité d’absorption potentielle alors que les actifs complémentaires influencent la capacité d’absorption réalisée.

This present paper tries to investigate relationship between dimensions of organizational commitment (OC) and brand commitment (BC) based on Allen and Meyer (1990) theory: affective, continuous and normative commitment. Population (443 people) of the present study included employees and customers from the same bank. Data collecting tool was two questionnaires, which were distributed among employees and customers. Data was analyzed with SEM to show the existing correlations. Results showed there is a moderated (0,424) relationship between OC and BC. Results confirm interpersonal exchange is a key concept in relationship management, in particular in services industry.