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In search of the Èlite: revising a model of adaptive emulation with evidence from benchmarking team

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  • David Strang
  • Mary C. Still

Abstract

We revise Strang and Macy's model of adaptive emulation through inspection of empirical efforts at innovation. Self-reports of managers participating in benchmarking teams are consistent with the argument that innovation is problem-driven, focused on performance and draws heavily on success stories. But managerial accounts also indicate close attention to prestigious firms, an orientation that broadens prior arguments about imitation of top performers. We develop a version of adaptive emulation where firms imitate members of a corporate Èlite whose prestige is related to but not reducible to performance. Computational modeling indicates that socially oriented emulation is collectively adaptive but that it also widens the range of innovations that experience faddish careers. Copyright 2004, Oxford University Press.

Suggested Citation

  • David Strang & Mary C. Still, 2004. "In search of the Èlite: revising a model of adaptive emulation with evidence from benchmarking team," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 13(2), pages 309-333, April.
    • Handle: RePEc:oup:indcch:v:13:y:2004:i:2:p:309-333
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    Cited by:

    1. Abhinav Gupta & Anna Fung & Chad Murphy, 2021. "Out of character: CEO political ideology, peer influence, and adoption of CSR executive position by Fortune 500 firms," Strategic Management Journal, Wiley Blackwell, vol. 42(3), pages 529-557, March.
    2. Michael Macy & Milena Tsvetkova, 2015. "The Signal Importance of Noise," Sociological Methods & Research, , vol. 44(2), pages 306-328, May.

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