Interorganizational Imitation: The Impact of Interlocks on Corporate Acquisition Activity

Haunschild, Pamela R.

doi:10.2307/2393337

Cited by 928 publications

(722 citation statements)

References 37 publications

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“…Contrary to the reasoning of Haunschild (1993), an adoption of a company practice at t+x does not mean necessarily an imitation. Companies pursue simultaneously and independently the same innovative practices and products.…”

Section: Imitation and Mimicry What Is The Specificity Of Each Term?mentioning

confidence: 86%

“…According to Haunschild (1993), a practice is considered as the result of imitation if it fulfills the three following conditions: "(1) a model company presenting this practice in the time, (2) company representatives are exposed to the model, (3) the imitative company exposes the practice in the time t+x, where x is a positive period of time". These conditions have been used by many researchers in management to justify the presence of imitative behaviors in markets.…”

Section: Imitation and Mimicry What Is The Specificity Of Each Term?mentioning

confidence: 99%

“…This implies the existence of several types of reactions depending on the "degree of similitude" of each reaction. We believe that both degree of similitude between action and reaction and the intentionality to imitate present two conditions required and complementary to the condition of advanced time developed by Haunschild (1993). Based upon these articles, our definition of imitation introduces (1) the concept of the "continuation" in adopting practices, (2) the "degree of similitude" between practices adopted by the innovator and the imitator, (3) the "intentionality" of organizations to imitate.…”

Section: Imitation and Mimicry What Is The Specificity Of Each Term?mentioning

confidence: 99%

“…Except the article of Haunschild (1993), in the literature there are no articles on imitation where imitation is clearly defined. A dominant part of those who worked on imitation link the observed similitude between products or the organizational practices to isomorphism by mobilizing the "neo institutional" theory.…”

Section: Introduction 1 ©mentioning

confidence: 99%

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Inter-organizational imitation: Definition and typology

Bourkha¹,

Belfellah²

2017

AFC

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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.

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Section: Imitation and Mimicry What Is The Specificity Of Each Term?mentioning

confidence: 86%

Section: Imitation and Mimicry What Is The Specificity Of Each Term?mentioning

confidence: 99%

Section: Imitation and Mimicry What Is The Specificity Of Each Term?mentioning

confidence: 99%

Section: Introduction 1 ©mentioning

confidence: 99%

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Inter-organizational imitation: Definition and typology

Bourkha¹,

Belfellah²

2017

AFC

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“…Corporate boards and the networks they create play a role, we argue, in both reflecting and shaping bank strategy. Board interlocks have been shown to affect strategies among a wide range of non-financial corporations, from acquisitions (Haunschild, 1993) to takeover defense policies (Davis, 1991) to philanthropy and political activity (see Mizruchi, 1996 for a review of the literature on interlocks). These effects may be even more pronounced among banks.…”

Section: Theoretical Considerationsmentioning

confidence: 99%

Industry consolidation and network evolution in U.S. global banking, 1986–2004

Neuman¹,

Davis²,

Mizruchi³

Network Strategy

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This paper analyzes the relations among bank mergers, changes in boards and their networks, and changes in the global footprint of merging banks. We examine all mergers involving U.S. banks with foreign branches between 1986 and 2004. We find that while the largest banks have become even larger through mergers, their boards have stayed roughly the same size with the same pattern of connections, leaving banks relatively less central in the intercorporate network. And while global banks previously had more globally-oriented boards, this is no longer the case, as the link between board networks and strategy has become more tenuous. Because global banks were particularly prone to merging, the average commercial bank in the U.S. is now far more domestically-oriented than firms in most other industries. American banks have thus become more domestic at the same time that the rest of American industry has grown much more global.In Advances in Strategic Management 25: 213-248.

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