To Conform or To Perform? Mimetic Behaviour, Legitimacy-Based Groups and Performance Consequences

By Ilídio Barreto, C. Baden-Fuller. 2006

304 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c60987fc47cd16394822a328cba6e18d9e5521ef

How researchers see this paper

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

In Accounting

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Is Product Imitation Good for Firm Performance? An Examination of Product Imitation Types and Contingency Factors (2012, background): “For example, in their study of the Portuguese banking industry, Barreto and Baden-Fuller (2006) show that imitation results in negative growth and return on assets (ROA).”
The Impact of Interorganizational Imitation on New Venture International Entry and Performance (2010, background): “…selective modes of interorganizational imitation have been evidenced to occur in various aspects of firm behavior such as bank branching decisions (Barreto & Baden-Fuller, 2006), acquisitions (Haunschild & Miner, 1997), or common strategies (Mauri & Michaels, 1998), existing research also…”
A bibliometric review of the innovation adoption literature (2018, background): “[198] identified the following lacunas in the literature with respect to innovative firm”
Too Good to be True: Board Structural Independence as a Moderator of CEO Pay-for-Firm-Performance (2011, unknown): “Consistent with Institutional Theory (Barreto and Baden-Fuller, 2006; DiMaggio and Powell, 1983), it is plausible to suggest that boards may mimic the compensation practices of peer companies partly as a means to attracting and retaining scarce executive ‘talent’, but also as a means to enhancing th”
From pay to praise? Non-cash employee recognition in Canadian and Australian firms (2010, background): “It may be that because of the relative ease of adopting non-cash programmes, many firms are simply opting – mimetically – to experiment with them, without much regard to their suitability, as researchers have found for other human resource practices (Barreto and Baden-Fuller 2006; Fernandez-Alles et”
Contingency research in operations management practices (2008, background): “These pressures may break the context (or efficiency) barrier leading organizations to take a conscious decision to use a practice long-term which is perceived as non-effective in their context (Barreto and Baden-Fuller, 2006).”
The impact of government financial support on the performance of new firms: the role of competitive advantage as an intermediate outcome (2014, background): “Specifically, our model and results contribute to the ongoing debate of the positive or negative impact of legitimacy on financial performance (Barreto and Baden-Fuller 2006; Heugens and Lander 2009).”
Institutional distance and local isomorphism strategy (2012, background): “Similarly, Barreto and Baden-Fuller (2006) find that banks imitate the branch location decisions of competitor banks, despite the seeming unattractiveness of the location, and even when it has a negative effect on bank profitability.”
Performance measurement in Indonesia: The case of local government (2012, background): “In other words, it was just more “to conform than to perform” (Barreto and Baden-Fuller, 2006, p. 1559). From this perspective, coercive mechanisms as suggested by DiMaggio and Powell (1983) may take place in practice:”