The Impact of Interorganizational Imitation on New Venture International Entry and Performance
研究了组织间模仿如何影响新创企业的国际进入决策及其后续绩效，发现模仿行为部分解释了国际进入，并调节了进入与盈利性的关系。
We examine the impact of interorganizational imitation on new venture international entry and subsequent performance. Using a sample of 150 U.S.–based publicly held new ventures, we find that new venture international entry is in part an imitative response to the internationalization of other firms in the venture's home country industry and/or subsets of firms with certain traits or outcomes. We also find that interorganizational imitation moderates the relationship between new venture international entry and profitability, but not the relationship between new venture international entry and sales growth. These findings contribute to the growing body of literature on new venture internationalization.