SHUAIHE ZHUO

Dr. SHUAIHE ZHUO

orcid

Research Focus & Metrics

Academic Career Length

14Years (2013-Present)

(Calculated once Scilit publication data is synced: current year − year of first publication + 1)

Representative Publications

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1 February 2016 in Journal of World Business
Verified
Journal Article
Open access
JWJie Wu
Jie Wu
CWChengqi Wang
Chengqi Wang
JHJunjie Hong
Junjie Hong
PPPanagiotis Piperopoulos
Panagiotis Piperopoulos
SZSHUAIHE ZHUO
SHUAIHE ZHUO

1 August 2017 in Technological Forecasting and Social Change
Verified
Journal Article
Closed access
JWJie Wu
Jie Wu
SZSHUAIHE ZHUO
SHUAIHE ZHUO
ZWZefu Wu
Zefu Wu

1 June 2017 in International Business Review
Verified
Journal Article
Closed access
JWJie Wu
Jie Wu
ZMZhenzhong Ma
Zhenzhong Ma
SZSHUAIHE ZHUO
SHUAIHE ZHUO

1 December 2015 in International Business Review
Verified
Journal Article
Closed access
JWJie Wu
Jie Wu
ZWZefu Wu
Zefu Wu
SZSHUAIHE ZHUO
SHUAIHE ZHUO

1 April 2018 in China Economic Review
Verified
Journal Article
Closed access
FKFung Kwan
Fung Kwan
Yanrui WuYanrui Wu
Yanrui Wu
SZSHUAIHE ZHUO
SHUAIHE ZHUO

25 May 2020 in Journal of Intellectual Capital
Verified
Journal Article
Closed access
JWJie Wu
Jie Wu
XZXinhe Zhang
Xinhe Zhang
SZSHUAIHE ZHUO
SHUAIHE ZHUO
MMMartin Meyer
Martin Meyer
BLBin Li
Bin Li
HYHaifeng Yan
Haifeng Yan
Purpose: The authors attempt to answer the basic questions: How is imitation tied to innovation? This question is addressed in the context of China's innovation system in the 2000s where Chinese industrial firms simultaneously implement innovation and imitation strategies in their new product developments.Design/methodology/approach: The authors first build on lattice theory and supermodularity theory to provide a rigorous and careful mathematical proof. The authors further conduct the empirical analyses using an original data on Chinese manufacturing firms' innovation and imitation strategies in the development of new products in 2002.Findings: This article reveals the complementarity relation between imitation and innovation strategies and identifies external knowledge search as the boundary condition that influences the extent to which two strategies reinforce each other.Research limitations/implications: The findings of the imitation-innovation complementarity suggest that imitation is not only an indispensable strategy independent of innovation, but also is vital to the effectiveness of innovation itself.Practical implications: The imitation-innovation complementarity finding provides some evidence for the contention that Chinese latecomers exploit the synergies of imitation and innovation, transforming themselves from imitators to innovators and vibrant competitors in the global market (Wu et al., 2016) and, as a result, national innovation system has evolved from a state-sponsored imitation program to the imitation-innovation mixture.Originality/value: In contrast to earlier innovation studies in which innovation and imitation are unrelated, this study reveals that imitation complements innovation, and the extent of Chinese firms' external knowledge search affects the complementary relationship between imitation and innovation. These findings add important insights to the innovation management literature and contribute empirical evidence to the interplay of innovation and imitation enhancing national innovation system.