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"Imitation"
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Imitation of Peers in Children and Adults
Imitation of the successful choices of others is a simple and superficially attractive learning rule. It has been shown to be an important driving force for the strategic behavior of (young) adults. In this study we examine whether imitation is prevalent in the behavior of children aged between 8 and 10. Surprisingly, we find that imitation seems to be cognitively demanding. Most children in this age group ignore information about others, foregoing substantial learning opportunities. While this seems to contradict much of the literature in the field of psychology, we argue that success-based imitation of peers may be harder for children to perform than non-success-based imitation of adults.
Journal Article
Copy cat
Bella loves Anna. In fact, Bella loves Anna so much that she wants to be just like her and copies every single thing she does. Finally Anna decides she's had enough of Bella being such a copycat! What is Bella going to do? With an adorable troupe of colorful kittens and vibrant illustrations, this author-illustrator debut from rising star Ali Pye is a lighthearted look at playground friendships and finding your own way.
Book
Follow the leader (or not): The influence of peer CEOs' characteristics on interorganizational imitation
Research Summary: We argue that because charisma and narcissism represent widely held prototypes of effective and ineffective forms of leadership, respectively, the likelihood that a focal firm will imitate the practices of its peer firms is affected by these peer firms' CEO characteristics. We theorize that peer firm CEO charisma enhances the focal firm's imitation of peer firms' behaviors, while peer firm CEO narcissism diminishes it. We further posit that the uncertainty of the context affects these imitation processes: industry dynamism and prior experience in a given strategic domain, respectively, strengthens and dampens focal firms' susceptibility to these peer CEOs' attributes. We test and find support for these ideas using a longitudinal sample of Fortune 500 firms in two distinct domains, corporate strategy and corporate social responsibility. Managerial Summary: When companies are uncertain about the costs and benefits of strategic actions this may lead them to imitate the actions of peer companies. But given the uncertainty, the challenge for executives is: which companies to emulate and which to ignore? In a sample of Fortune 500 companies, we find that the charisma or narcissism of a peer company's CEO positively or negatively influences, respectively, the degree to which the peer company's strategic actions are imitated. We reason that this is because these particular CEO attributes are widely believed to drive leadership effectiveness or ineffectiveness, respectively. We also find that the effects of these CEO characteristics on imitation are stronger in dynamic industry environments and weaker for companies that already have experience with the given strategy.
Journal Article
Inter-organizational imitation: Definition and typology
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.
Journal Article