Imitative innovation strategies

Abstract

Purpose Imitative innovation, defined as applying innovation in the same way in another organization, has been adopted by many companies. This paper seeks to focus on how a competent follower of R&D capability can employ such an innovative strategy and minimize risk by using existing organizational resources to enhance innovation capabilities. Design/methodology/approach An in‐depth case study is applied of resource management experience at a Taiwanese optical storage media manufacturing outlet and then the Sirmon resource management model is extended to offer a process model for imitative innovation capability development. Findings The imitative innovation process is deconstructed into four phases and three main sub‐processes for effective resource management, namely, structuring, bundling and leveraging activities. The study also found that there are four modes of effective resource management for a successful imitative innovation process: identifying position and confirming innovation strategy; examining core competences and exploring gaps in imitative innovation; deploying specific resources and complementary assets; and restructuring an industry's ecological environment. Originality/value The study offers researchers and practitioners a more detailed view of applicable resource management for successful imitative innovation.