Imitation or innovation: To what extent do explorative and exploitative learning foster imitation and innovation strategies for sustained competitive advantage?

Murad Ali*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

4 Citations (Scopus)

Abstract

Using the theory of organizational learning and innovation, this study explores the positive effects of exploitative and exploratory learning on imitation strategy and innovation strategy and shows when these effects are strongest. This study also explores the positive effects of imitation strategy and innovation strategy on sustained competitive advantage and shows when these effects are strongest. The proposed theoretical model was tested on a cross-sectional data sample collected from industrial companies in South Korea. Analysis was conducted through component-based partial least squares (PLS) path modeling methodology. The results support the proposed hypotheses. The results confirm the complementary positive effects of exploitative and exploratory learning on both imitation strategy and innovation strategy. These effects in turn promote the achievement of sustained competitive advantages. Finally, the findings of the study, theoretical contributions, managerial contributions, limitations, and further work are discussed.
Original languageEnglish
Article number120527
Pages (from-to)1-18
Number of pages18
JournalTechnological Forecasting and Social Change
Volume165
Early online date23 Dec 2020
DOIs
Publication statusPublished - 1 Apr 2021
Externally publishedYes

Fingerprint

Dive into the research topics of 'Imitation or innovation: To what extent do explorative and exploitative learning foster imitation and innovation strategies for sustained competitive advantage?'. Together they form a unique fingerprint.

Cite this