The impact of imitation strategy and R&amp;D resources on incremental and radical innovation: evidence from Chinese manufacturing firms

Wu, Jie; Harrigan, Kathryn Rudie; Ang, Swee Hoon; Wu, Zefu

doi:10.1007/s10961-017-9621-9

Cited by 64 publications

(67 citation statements)

References 80 publications

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“…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.…”

Section: Methodsmentioning

confidence: 99%

“…Therefore, explaining when PES positively drives performance in the BOP market is crucial for extending the sustainability literature. Second, imitation strategy plays a significant role in a firm's strategic direction in developing economies (Wu, Harrigan, Ang, & Wu, 2019). However, the moderating role of this strategic orientation on the relationship between PES and performance has not been examined.…”

Section: Introductionmentioning

confidence: 99%

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

2020

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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.

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Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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

2020

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“…Incremental innovations are product extensions with few changes and increase customer benefits. A recent study found that imitation strategy is positively related to incremental innovation (Wu et al, 2019), therefore, imitating capability is an alternative strategy needed to encourage SME's innovation.…”

Section: Introductionmentioning

confidence: 99%

Building innovation and competitiveness for low technology manufacturing SMEs through imitating capability and learning: The case of Indonesia

Efendi

Sugiono

Guritno

et al. 2020

Cogent Social Sciences

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The aim of this paper is to examine relationships among organizational learning, imitating capability, innovation and competitiveness advantage in the small and medium enterprise (SME). Furthermore, the paper also examines the mediation effect of innovation in the relationship between organizational learning and imitating capability to competitiveness advantage. Using empirical data drawn from 200 SMEs managers in Indonesia, the data were analyzed using partial least squares variance-based structural equation modeling (PLS-SEM). Results indicate that that organizational learning and imitating capability were an important determinant of organizational innovation and competitive advantage. Innovation had a positive relationship with competitiveness and has a mediating role in the relationship between organizational learning and imitating capability to competitiveness advantage. The implication of this study is that SMEs can increase their competitiveness through learning and imitating strategies that are applied simultaneously. This research is original in that it deliberately focuses on learning and imitating capability in low-technology SMEs, especially in the Indonesian context.

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“…As a rule, the process of technological integration development depends on the nature of production activities, as well as on the nature of the final product. They can be divided into three groups: main processes, supporting processes, and regulatory processes (Wu, Harrigan, Ang et al, 2019). The main business processes are aimed at creating added value, generating profits, and producing final products that are in demand by potential consumers.…”

Section: Process Model Of Technological Integration Developmentmentioning

confidence: 99%

Models of Technological Integration Development

Miller

2020

Proceedings of the 25th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Mana

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Issues of scientific and technological development of the economy, increasing its competitiveness, including various aspects of technological integration, are the subject of foreign and domestic research. At the same time, technological integration is considered as a key direction of the new industrial and scientific-technical policy, as a means of transition to the digital economy, to production processes with higher added value, as a means of establishing a constructive dialogue between industrial enterprises and science. The key problem is the inability to meet the growing demand for products, to stop the critical decline in the share of domestic products in the domestic market and to neutralize the threat of loss of national security of the country. In order to achieve sustainable economic growth, it is necessary to develop state policies aimed at creating new economic institutions. At the same time, it should be emphasized that new sectors of the economy, as priority areas of scientific and technological development, should become the main consumers of scientific and technical products. The purpose of the article is to study the problems of modeling the development of technological integration in the context of priority scientific and technological development of the Russian economy. The article uses a wide range of general scientific methods: analysis and synthesis, grouping, typing, modeling, economic-statistical and graphical. The main methodological approaches used in the article are: structural-functional, instrumental and process approaches, which are reflected in the scientific and practical material of the general theory of systems, the theory of organization. The processes of formation and development of technological integration represent an insufficiently researched area. The reason for this is, on the one hand, the relative novelty of this economic phenomenon, and, on the other hand, the lack of theoretical and methodological tools for modeling the development of technological integration. The study provides a theoretical justification for the organizational model of technological integration development as a dynamic set of interrelated modules: management and coordination; structure; processes; resources, the purpose of which is to achieve the strategic goals of participants in technological integration. There was proved a process model of technological integration development, and there was carried out its decomposition, which allows us to identify the main, supporting and regulatory processes of participants in technological integration. The combination of these models helps to manage these processes in order to achieve maximum efficiency of the modern economy.

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The impact of imitation strategy and R&D resources on incremental and radical innovation: evidence from Chinese manufacturing firms

Cited by 64 publications

References 80 publications

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

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

Building innovation and competitiveness for low technology manufacturing SMEs through imitating capability and learning: The case of Indonesia

Models of Technological Integration Development

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