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Interorganizational imitation heuristics arising from cognitive frames

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  • Nikolaeva, Ralitza

Abstract

The literature on organizational imitation mostly disregards its cognitive aspect. Yet, imitation is a cognitive heuristic. The study draws a unifying framework of imitation theories through a cognitive lens in the context of innovation adoptions. The premise is that organizations imitate in order to improve the status quo or to avoid losing it. The interaction of the framing of imitation and the organization's evaluation of an innovation as threats or opportunities results in the use of combinations of the two most popular imitation heuristics – “imitate the successful” and “imitate the majority.” Since the framings dictate different imitation timings, the speed of innovation diffusion depends on these interactions. The study contributes to the organizational learning literature by proposing that social learning is subject to interpretations resulting in the use of different imitation heuristics. Its contribution to the decision-making literature is that complex strategic decisions employ imitation heuristics from Gigerenzer's adaptive toolbox.

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  • Nikolaeva, Ralitza, 2014. "Interorganizational imitation heuristics arising from cognitive frames," Journal of Business Research, Elsevier, vol. 67(8), pages 1758-1765.
    • Handle: RePEc:eee:jbrese:v:67:y:2014:i:8:p:1758-1765
    DOI: 10.1016/j.jbusres.2014.03.001
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    7. To, Chester Kin-man & Yee, Rachel W.Y. & Mok, P.Y. & Chau, K.P. & Wong, Man Chong & Cheung, N.M., 2018. "Collaboration reasoning or social heuristics? Value proposition validity in omnium-gatherum business models," Journal of Business Research, Elsevier, vol. 88(C), pages 550-559.
    8. Fastenrath, Florian & Orban, Agnes & Trampusch, Christine, 2017. "From economic gains to social losses: How stories shape expectations in the case of German municipal finance," MPIfG Discussion Paper 17/20, Max Planck Institute for the Study of Societies.
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