Abstract
PurposeImitative innovation, defined as applying innovation in the same way in another organization, has been adopted by many companies. This paper seeks to focus on how a competent follower of R&D capability can employ such an innovative strategy and minimize risk by using existing organizational resources to enhance innovation capabilities.Design/methodology/approachAn in‐depth case study is applied of resource management experience at a Taiwanese optical storage media manufacturing outlet and then the Sirmon resource management model is extended to offer a process model for imitative innovation capability development.FindingsThe imitative innovation process is deconstructed into four phases and three main sub‐processes for effective resource management, namely, structuring, bundling and leveraging activities. The study also found that there are four modes of effective resource management for a successful imitative innovation process: identifying position and confirming innovation strategy; examining core competences and exploring gaps in imitative innovation; deploying specific resources and complementary assets; and restructuring an industry's ecological environment.Originality/valueThe study offers researchers and practitioners a more detailed view of applicable resource management for successful imitative innovation.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
