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dc.contributor.authorChandler, Gaylen N.
dc.date.accessioned2015-10-28T20:35:04Z
dc.date.available2015-10-28T20:35:04Z
dc.date.issued2015
dc.identifier.citationGaylen Chandler (2015), Innovation and Imitation as Entry Wedges that Lead to Firm Growth, in Andrew C. Corbett , Jerome A. Katz , Alexander Mckelvie (ed.) Entrepreneurial Growth: Individual, Firm, and Region (Advances in Entrepreneurship, Firm Emergence and Growth, Volume 17) Emerald Group Publishing Limited, pp.1 - 25en_US
dc.identifier.isbn978-1-78560-046-3
dc.identifier.issn1074-7540
dc.identifier.otherWOS:000359479000002
dc.identifier.urihttp://dx.doi.org/10.1108/S1074-754020150000017008
dc.identifier.urihttp://hdl.handle.net/10057/11560
dc.descriptionClick on the DOI link to access the article (may not be free).en_US
dc.description.abstractThis chapter employs institutional theory and the demand-side approach to discuss the entry of new companies into industries. Theory and empirical evidence provides support for the hypothesis that the industry stage of development is the primary factor that determines whether a company should use innovation or imitation as an entry wedge. The evidence suggests that innovation is most often used successfully during the introduction and decline stages of industry development. Imitation is most often used successfully during the growth stage of industry development. During the mature phase both innovation and imitation are used, but usually with limited success.en_US
dc.language.isoen_USen_US
dc.publisherEmerald Group Publishing Limiteden_US
dc.relation.ispartofseriesAdvances in Entrepreneurship, Firm Emergence and Growth;v.17
dc.subjectInstitutional theoryen_US
dc.subjectImitationen_US
dc.subjectInnovationen_US
dc.subjectStages of industry developmenten_US
dc.titleInnovation and imitation as entry wedges that lead to firm growthen_US
dc.typeBook chapteren_US
dc.rights.holder© Emerald Group Publishing Limiteden_US


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