Oded Shenkar is the Ford Motor Company Chair in Global Business Management and Professor of Management and Human Resources at the Fisher College of Business, The Ohio State University, where he heads the international business area, and is also a member of the Center for Chinese Studies and for Near East Studies.
Professor Shenkar has been a senior fellow at the University of Cambridge, and has taught at the Chinese University of Hong Kong, Hong Kong University of Science & Technology, Peking University, University of International Business and Economics (Beijing), and the International University of Japan, among many others.
He holds degrees in East-Asian (Chinese) Studies and Sociology from the Hebrew University of Jerusalem and a PhD from Columbia University, where his dissertation on the Chinese bureaucracy involved work in the department of Sociology, the Graduate School of Business, and the East-Asian Institute. He is the author of several books including The Chinese Century (Pearson, 2004), which has been translated into twelve languages, and Copycats (Harvard University Press, 2010), already translated into eight languages.
Whether in business schools, firms or in the specialized press, innovation is a highly praised value. What if it were a myth? The road to success could also lie in the art of imitation. The examples stand before us: Apple, EasyJet, and Wal-Mart are well-known innovative companies. And yet, their success was largely built on their ability to combine both innovation and imitation.
Dans les écoles, les entreprises, la presse spécialisée, on ne jure que par l'innovation. Et si c'était un mythe? La clé du succès réside aussi dans l'art d'imiter. Les exemples sont sous nos yeux: ils s'appellent Apple, EasyJet, Wal-Mart, des firmes connues pour leur inventivité mais qui ont bâti leur réussite sur leur capacité à combiner innovation et imitation.