Innovators and imitators: Organizational reference groups and adoption of organizational routines

By Silvia Massini, Arie Y. Lewin, Henrich R. Greve. 2005

210 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/72b79c59ba096800b565bcad08f5ea9236a839c0

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In Management of Technology and Innovation

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Detecting emerging research fronts based on topological measures in citation networks of scientific publications (2008, background): “Massini et al. (2005) discussed the difference between pioneers (innovators) and adopters (imitators).”
The Behavioral Theory of the Firm: Assessment and Prospects (2012, unknown): “This has been shown to occur (Massini, Lewin, & Greve, 2005 ; Schwab, 2007 ).”
Disentangling Risk and Change (2015, background): “Many changes analyzed are routine or incremental, often having little or a negative impact on risk levels (e.g., Massini, Lewin, and Greve, 2005).”
Working for the Woman? Female Managers and the Gender Wage Gap (2007, background): “DiMaggio and Powell’s (1983) theory has prompted an extensive literature on how to operationalize the reference groups or fields for organizational behavior (Greve 2005; Massini, Lewin, and Greve 2005; Strang and Soule 1998).”
Organizational responses to performance feedback: A meta-analytic review (2019, background): “…and Greve, 2006; Gomez-Mejia et al., 2018; Greve, 2008; Iyer and Miller, 2008), and strategic change (Baum and Dahlin, 2007; Bromiley et al., 2016; Massini et al., 2005; Park, 2007).2 In response to performance below aspirations, organizations often focus on actions that have the potential to…”
The Spread of Aggressive Corporate Tax Reporting: A Detailed Examination of the Corporate-Owned Life Insurance Shelter (2011, background): “For example, Matsunaga and Park (2001) find that CEOs’ cash bonuses are negatively impacted when the firm’s quarterly earnings fall short of the consensus analyst forecast and interpret their findings as evidence that CEOs have economics incentives to meet analysts’ forecasts.”
Microfoundations of Internal and External Absorptive Capacity Routines (2011, background): “But managers may also manage adaptive tension by imposing stretch goals, which are intended to drive the internal rate of change, for example, by specifying the criteria for selecting the reference group or by specifying a specific subset of the population such as the most innovative companies (Mass”
A bibliometric review of the innovation adoption literature (2018, background): “To grasp this cluster, we drew on the work of Agrote and Greve [33].”
The sources of management innovation: When firms introduce new management practices (2009, methodology): “…(Cyert and March, 1963; Festinger, 1954; Wood, 1989), and authors use it to understand how firms make strategic choices such as how to position themselves in a market, how much to pay their CEO, and whether to innovate (Bromiley, 1991; Greve, 1998; Massini et al., 2005; Porac et al., 1999).”
Navigators through the storm: A review of organization theories and the behavior of incumbent firms during transitions (2017, background): “…imposes independent aspiration-level constraints on the firm (Cyert and March, 1963), which are based on the performance of the firm’s competitors (social aspirations) (Greve, 1998; Massini et al., 2005) and on its past performance (historical aspirations) (Lant, 1992; Lant et al., 1992).”
Innovation, organizational capabilities, and the born-global firm (2004, background): “Innovation results from two major sources: (1) internal R&D that draws on the firm’s accumulated knowledge, and (2) imitation of the innovations of other firms (Lewin and Massini, 2003; Massini et al., 2003; Nelson and Winter, 1982).”
The Fog of Feedback: Ambiguity and Firm Responses to Multiple Aspiration Levels (2015, background): “Social aspiration levels involve comparisons with comparable peer organizations (Massini, Lewin, and Greve, 2005) and provide a good indicator of the firm’s capabilities vis-à-vis competitors.”
Organizational Aspirations, Reference Points, and Goals (2012, background): “For example, Massini et al. (2005) studied firms on the performance frontier and found innovative firms establish innovation aspirations in comparison to other innovative firms.”
Managerial Risk Taking (2016, unknown): “In this regard, we encourage greater use of primary data to measure managers’ risk behaviors and reference points (see, e.g., Labianca et al., 2009; Larraza-Kintana et al., 2007; Massini et al., 2005; Singh, 1986).”