TY - JOUR
T1 - Imitation or innovation
T2 - To what extent do explorative and exploitative learning foster imitation and innovation strategies for sustained competitive advantage?
AU - Ali, Murad
N1 - Funding Information:
✰ This project was funded by the Deanship of Scientific Research (DSR), King Abdulaziz University, Jeddah, under grant No. (DF-562–120–1441). The authors, therefore, gratefully acknowledge DSR technical and financial support. The author acknowledges the thorough and constructive comments from the anonymous reviewers and all guest editors, particularly Prof., Joseph Amankwah-Amoah. The author thanks Kim Youngbae, Moon-Goo Huh and Henky Latan for their careful reading, expert opinion and suggestions, as well as Jang Pyo Hong, and Jinji Piao for their help in translating the questionnaire into Korean and their support in data collection. Finally, the author thanks Marko Sarstedt for providing R code used for one analysis in this study.
PY - 2021/4/1
Y1 - 2021/4/1
N2 - 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.
AB - 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.
KW - Exploitative learning
KW - Exploratory learning
KW - Imitation strategy
KW - Innovation strategy
KW - PLS-SEM
KW - South Korea
UR - http://www.scopus.com/inward/record.url?scp=85098461497&partnerID=8YFLogxK
U2 - 10.1016/j.techfore.2020.120527
DO - 10.1016/j.techfore.2020.120527
M3 - Article
SN - 0040-1625
VL - 165
SP - 1
EP - 18
JO - Technological Forecasting and Social Change
JF - Technological Forecasting and Social Change
M1 - 120527
ER -
