Peer effects of digital innovation behavior: an external environment perspective

Abstract

PurposeThe use of digital technology in firms has drawn attention of innovation management scholars and policy-makers, especially the imitation of digital technology and competition among peer firms. Drawing on dynamic competition theory, this paper examines how firms react to their peers' digital innovation behavior and the effect of external environment mechanisms on the magnitude of peer effects.Design/methodology/approachThis paper utilizes a text mining method to construct a baseline model with a Tobit estimator using data obtained for Chinese listed firms.FindingsThe findings suggest that peer effects on digital innovation behavior are robust and significant positive in China. Moreover, peer effects on digital innovation participation are positively magnified by firms' strong social network and high Fintech development. However, peer effects are relatively higher in non-state-owned enterprises (non-SOEs), low-profitability and high R&D firms.Research limitations/implicationsThe authors' findings contribute to the digital management literature by showing that firms need digital technological imitation and diffusion of innovations in the digital era.Practical implicationsManagers should provide insights into firms' imitation of their peers' acts to preserve competitive parity. Besides, firms should integrate employees within the organization and communicate digital innovation concepts and behaviors to external peer firms.Originality/valueFirst, this paper contributes to explaining how firms change their digital innovation strategy through the influence of peers' digital innovation behavior. Second, this paper fills the literature gaps related to the moderating effects of external environment factors in peer effects of digital innovation behavior.