Does It Pay to Be Innovation and Imitation Oriented? An Examination of the Antecedents and Consequences of Innovation and Imitation Orientations

Lee, Ruby P.; Tang, Xinlin

doi:10.1111/jpim.12370

Cited by 59 publications

(78 citation statements)

References 75 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Although sometimes imitation is predicted to future profits. The research from Lee and Tang (2018) strengthened the previous research result that innovation can indirectly affect toward imitation orientation through dysfunctional competition. This is because imitation orientation does not guarantee the success of the pioneer, although the pioneers are at great risk.…”

Section: Organizational Innovation and Imitation Orientationsupporting

confidence: 71%

Leadership Agility, the Influence on the Organizational Learning and Organizational Innovation and How to Reduce Imitation Orientation

Muafi¹,

Uyun²

2019

IJQR

View full text Add to dashboard Cite

This research aims to test and analyze the significant positive effect of leadership agility toward organizational learning and organizational innovation; and organizational learning toward organizational innovation. It also test and analyze the significant negative effect of organizational innovation toward imitation orientation.The analysis is focused on 170 owner and manager of Batik MSMEs (micro small medium enterprises) in Pekalongan that known as Batik City worldwide. The statistic technique that is used in this research is Partial Least Square.Leadership agility has a contribution in increasing organizational learning and organizational innovation. Organizational learning is also able to increase organizational innovation. Another finding shows that having organizational innovation can decrease imitation orientation of MSMEs.This research result helps the owner/manager of MSMEs to implement leadership agility in facing the level of competition of Batik industry that is unstoppable. This condition requires Batik industry to have organizational learning continuously and sustainably so that it can have an impact to organizational innovation which can impact on the decrease of imitation orientation. By having a good leadership agility, it can also increase organizational innovation so that the product or service produced can be more unique, creative, and innovative that ultimately can also reduce the imitation orientation of MSMEs owner/manager.

show abstract

Section: Organizational Innovation and Imitation Orientationsupporting

confidence: 71%

Leadership Agility, the Influence on the Organizational Learning and Organizational Innovation and How to Reduce Imitation Orientation

Muafi¹,

Uyun²

2019

IJQR

View full text Add to dashboard Cite

show abstract

“…A firm's imitation orientation allows the focal firm to learn from industry leaders, and this allows the firm to reduce the cost of production and environmental uncertainty related to innovation and profit outcomes (Rivkin, 2001; Wu et al, 2019). Following Lee and Tang (2018) and Shenkar (2010), we conceptualized imitation orientation as the extent to which a firm tends to copy product ideas and products of its pioneers or competitors. Accordingly, we used four items from Lee and Tang (2018) to capture a firm's ability to mimic products of its pioneers or competitors.…”

Section: Methodsmentioning

confidence: 99%

“…Following Lee and Tang (2018) and Shenkar (2010), we conceptualized imitation orientation as the extent to which a firm tends to copy product ideas and products of its pioneers or competitors. Accordingly, we used four items from Lee and Tang (2018) to capture a firm's ability to mimic products of its pioneers or competitors.…”

Section: Methodsmentioning

confidence: 99%

Proactive environmental strategy and firm performance at the bottom of the pyramid

2020

View full text Add to dashboard Cite

This paper utilizes insights from the natural resource‐based view to examine the conditions under which proactive environmental strategy (PES) drive firm performance. Using data collected from 266 small‐ and medium‐sized enterprises operating in Ghana, the results suggest that the impact of PES on firm performance is more pronounced in firms that do not purse bottom of the pyramid orientation but not significant for firms pursuing the bottom of the pyramid orientation. Besides, the findings show that the influence of PES on firm performance is amplified for firms adopting imitation orientation but not significant for nonimitation‐oriented firms. Implications and directions for future research are discussed.

show abstract

“…Apple has been successful in increasing customer satisfaction through innovative products in response to the changes in customer needs. Besides, there is empirical evidence that environmental dynamism has a positive influence on innovation [1,8,17]. Hence, it is expected that environmental dynamism is positively related with innovation.…”

Section: Environmental Dynamismmentioning

confidence: 99%

“…According to the literature, the relationships between environments and innovation or innovativeness have been extensively studied [1][2][3][4]. The existing research on this topic has empirically investigated the effects of various environmental dimensions, such as dynamism [5,6], complexity [3,4], hostility [4,7], technological turbulence [8,9], market turbulence [9,10] and competitive intensity [10] on innovation or innovativeness.…”

Section: Introductionmentioning

confidence: 99%

The Relationships among Environments, External Knowledge Acquisition, and Innovation

Kim

Yoo

et al. 2020

Sustainability

View full text Add to dashboard Cite

The purpose of this study is to investigate the mediation effects of external knowledge acquisition on the relationships between environments (dynamism, complexity, and hostility) and innovation. Although prior studies have extensively examined the relationships between environments and innovation or innovativeness, the results of the studies appear to lack consistency. To help clarify the relationships between environments and innovation, this study intends to examine the impact of environments on innovation through external knowledge acquisition, and it is argued that environments are likely to motivate or force firms to acquire new knowledge from the outside, which, in turn, tends to enhance their ability to innovate. Based on data collected from manufacturing SMEs in China through a questionnaire survey, we have found that dynamism, complexity and hostility have all positive total effects on innovation and that they also have positive influences on firms’ external knowledge acquisition. Besides, we have found that external knowledge acquisition has a complete mediation effect on the relationships between all three environmental dimensions and innovation. The results further show that the positive direct effects of all three environmental dimensions on innovation disappear completely when external knowledge acquisition is considered as a mediator. These results imply that the significant relationships between three respective environmental dimensions and innovation demonstrated in prior studies may be spurious. Based on these findings, we have presented key conclusions, implications, and limitations with the direction of future research.

show abstract

Does It Pay to Be Innovation and Imitation Oriented? An Examination of the Antecedents and Consequences of Innovation and Imitation Orientations

Cited by 59 publications

References 75 publications

Leadership Agility, the Influence on the Organizational Learning and Organizational Innovation and How to Reduce Imitation Orientation

Leadership Agility, the Influence on the Organizational Learning and Organizational Innovation and How to Reduce Imitation Orientation

Proactive environmental strategy and firm performance at the bottom of the pyramid

The Relationships among Environments, External Knowledge Acquisition, and Innovation

Contact Info

Product

Resources

About