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Are Chinese firms innovative or imitative?

Zheng, C. 2010, Are Chinese firms innovative or imitative?, in EURAM 2010 : Proceedings of the 10th Annual European Academy of Management conference : Back to the future, EURAM, [Rome, Italy].

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Title Are Chinese firms innovative or imitative?
Author(s) Zheng, C.
Conference name European Academy of Management. Conference (10th : 2010 : Rome, Italy)
Conference location Rome, Italy
Conference dates 19-22 May 2010
Title of proceedings EURAM 2010 : Proceedings of the 10th Annual European Academy of Management conference : Back to the future
Editor(s) [unknown]
Publication date 2010
Conference series European Academy of Management Conference
Publisher EURAM
Place of publication [Rome, Italy]
Keyword(s) innovative
imitative
strategy
capabilities
performance
Chinese firms
Summary In recent time, many Chinese firms have not only operated quite successfully at their home front, competing with those giant multinational companies inside China, they are also moving offshore. The short internationalisation process of Chinese firms looks both sudden and unexpected, causing many to wonder the success factors for Chinese firms. A dynamic innovation that combines strategic, organisational, cost as well as technological change was believed to have contributed to the fast growing Chinese firms in the global stage. This paper reviews the literature related to these areas of innovation. It also discusses reasons for firms to innovate or imitate, using institutional perspective and resource-based view (RBV). Intertwined with these discuss ion, empirical studies of innovative performance among Chinese firms are also analysed. The results show that in fact most Chinese firms still follow an imitative strategy, but there is a clear evidence of strategic cost innovation widely practiced among Chinese firms.
Language eng
Field of Research 150305 Human Resources Management
Socio Economic Objective 910402 Management
HERDC Research category E1.1 Full written paper - refereed
Copyright notice ©2010, The Authors
Persistent URL http://hdl.handle.net/10536/DRO/DU:30032746

Document type: Conference Paper
Collections: Deakin Graduate School of Business
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