Imitation of Complex Strategies

By Jan W. Rivkin. 2000

1,321 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/506c4412527974996531d01fbcb9db690d1de507

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Complementarity in the Innovation Strategy: Internal R&D, External Technology Acquisition, and Cooperation in R&D (2002, background): “In addition, it makes copying the innovation strategy of a successful player more difficult because of its increased complexity (Rivkin, 2000).”
Microfoundations of Internal and External Absorptive Capacity Routines (2011, background): “This also implies that innovators can be less concerned about imitators because imitation of mainly explicit external AC routines is likely to miss unobservable, complementary internal processes that are crucial to realizing the full benefit from adoption of new (external) routines (Rivkin 2000).”
The Early Development of the Steam Engine: An Evolutionary Interpretation using Complexity Theory (2004, methodology): “7Kauffman’s (1993) NK model has recently inspired a number of evolutionary simulations models in economics and organization theory (Kauffman and Macready, 1995; Levinthal, 1997; Frenken et al., 1999a; Gavetti and Levinthal, 2000; Marengo et al., 2000; Rivkin, 2000; Frenken, 2001; Simon, 2002; Dosi e”
Patterned Interactions in Complex Systems: Implications for Exploration (2007, methodology): “…other organizational phenomena as well, including the ability of a firm to adapt to environmental change, to find a valuable configuration of choices, to imitate the effective configurations of other firms, and to replicate one’s own effective configurations (Levinthal 1997; Rivkin 2000; 2001).”
Balancing Search and Stability: Interdependencies Among Elements of Organizational Design (2003, neutral): “…management scholars have used the procedure in recent years to generate payoff functions that can be employed to examine organizational search (Levinthal 1997; Gavetti and Levinthal 2000; Ghemawat and Levinthal 2000; Rivkin 2000; Marengo , et al. 2000; McKelvey 1999, and references therein).”
Supply network disruption and resilience: A network structural perspective (2015, background): “Scholars have identified some archetypes that can characterize basic network structures (Ghemawat and Levinthal, 2008; Rivkin, 2000; Rivkin and Siggelkow, 2003, 2007; Schilling and Phelps, 2007).”