Organizational networks are generally considered major antecedents of mutual influence in adopting similar practices, typically via a structure of dense ties, or closure. We propose that under conditions of competitive interdependence, closure may be associated with links established to access resources and knowledge and become a possible source of differentiation rather than imitation. We test these and other antecedents of imitative behavior and performance in the Italian TV industry with 12 years of data on 501 productions. We find that network closure is associated with lower imitation, centrality, but not status, leads to imitation, and that imitation lowers performance.
Soda, G., Zaheer, A. and Carlone, A. (2008), "Imitative behavior: Network antecedents and performance consequences", Baum, J. and Rowley, T. (Ed.) Network Strategy (Advances in Strategic Management, Vol. 25), Emerald Group Publishing Limited, Bingley, pp. 531-560. https://doi.org/10.1016/S0742-3322(08)25015-1Download as .RIS
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