000			01724naa a2200205uu 4500
001			7230
003			OSt
005			20190211154230.0
008			020925s2001 xx ||||gr |0|| 0 eng d
100	1		_aWESTPHAL, James D _911307
245	1	0	_aSecond-order imitation : _b
260			_aIthaca : _bJohnson Graduate School of Management, _cDecember 2001
520	3		_aThis study examines whether board interlock ties facilitate second-order imitation, in which firms imitate an underlying decision process that can be adapted to multiple policy domains, rather than imitating specific policies of tied-to firms (first-order imitation). Longitudinal analyses of archival data for a large sample of Forbes/Fortune 500 companies, as well as analyses of survey data on mimetic processes among these firms, show that network ties to firms that use imitation to determine a particular policy can prompt use of imitation by the focal firm in determining both that policy and a different policy. Firms that have board network ties to firms in other industries that imitate their own competitor`s business strategy, as well as their competitor`s acquisition activity and compensation policy. Thus, the findings reveal network effects that are not visible with extant perspectives on inteorganizational imitation. We discuss implications for institutional theory and research on inteorganizational networks
700	1		_aSEIDEL, Marc-David L _916738
700	1		_aSTEWART, Katherine J _916739
773	0	8	_tAdministrative Science Quarterly _g46, 4, p. 717-747 _dIthaca : Johnson Graduate School of Management, December 2001 _xISSN 00018392 _w
942			_cS
998			_a20020925 _bCassio _cCassio
998			_a20101019 _b1527^b _cDaiane
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c7385 _d7385
041			_aeng