Strategic imitation-business failure nexus

Purpose Although strategic imitations can erode the competitiveness of firms, there has been limited conceptualization of the different pathways through which imitation can lead to various types of business failures. This study examines mechanisms through which different types of imitations can lead to business failure. Design/methodology/approach Several scientific databases were searched to elicit insights for the conceptualization. Findings The paper advances a four-domain organizing framework to elucidate the imitation-failure (I-F) nexus: imitation strategy (process imitation vs. product imitation) and the nature and speed of imitation-induced business failure (incremental failure vs. sudden failure). Practical implications This paper is valuable for academics and practitioners in providing managerial and policy implications along with directions for future research. Originality/value The amalgamation of these two vital streams of research culminates in the development of a unified framework that provides much-needed insights into imitation-induced business failure, the challenges that illuminate the life cycle of firms, and their organizational prospects.