Prevalence of copycat in Africa textile clusters: the blame game among stakeholders
Abstract
In this paper we investigate the reasons behind the pirated textiles and try to address the questions of why copycats are rampant on the African textile market, their impact on textile clusters and why it is ineffectively being controlled. Taking Ghana as a sample, this study employed grounded theory methodology to explore the key factors that account for copycat prevalence in African textile industry. This study reveals that economic foundations, political factors and stakeholder interactions in the textile ecosystem have influenced copycat popularity in Africa. More specifically, the blame game among stakeholders with no one accepting responsibility for copycat prevalence gave space for perpetrators of copycat textiles to breed. The study extends the stakeholder and cluster theories particularly within the confines of developing regions, the interplay of actors and how their actions promote or revert the fight against copycats. This article implores governments should proactively lead in collaborative inter-agency actions to fight the copycat menace by repackaging and designing strategies/approaches through the employment and increasing of stakeholder consultations.
Keyword : copycat problem, African textile clusters, blame game, grounded theory, stakeholder, government policy
How to Cite
Asare-Kyire, L., He, Z., Essel, C. H., & Junaid, D. (2018). Prevalence of copycat in Africa textile clusters: the blame game among stakeholders. Journal of Business Economics and Management, 19(6), 813-838. https://doi.org/10.3846/jbem.2018.6811
This work is licensed under a Creative Commons Attribution 4.0 International License.
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Esmaeili, G., & Noori, M. (2016). The effect of consumer’s mind set on copycatting strategy, moderating with the consideration of the moderating role certainty and uncertainty conditions. Journal of Administrative Management, 12(1), 105-114.
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Greer, C. R., Lusch, R. F., & Vargo, S. L. (2016). A service perspective: key managerial insights from service-dominant (S-D) logic. Organizational Dynamics, 45(1), 28-38. https://doi.org/10.1016/j.orgdyn.2015.12.004
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Harrison, J. S., & Weaver G. (2013). Stakeholder theory, value, and firm performance. Business Ethics Quarterly, 23(1), 97-124.
He, Z., & Rayman-Bacchus, L. (2010). Cluster network and innovation under transitional economies: an empirical study of the Shaxi garment cluster. Chinese Management Studies, 4(4), 360-384. https://doi.org/10.1108/17506141011094145
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Herazo, B., & Lizarralde, G. (2016). Understanding stakeholders approaches to sustainability in building projects. Sustainable Cities and Society, 26, 240-254. https://doi.org/10.1016/j.scs.2016.05.019
Ingstrup, M. B., Jensen, S., & Christensen, P. R. (2017). Cluster evolution and the change of knowledge bases: the development of a design cluster. European Planning Studies, 25(2), 202-220. https://doi.org/10.1080/09654313.2016.1276885
Jamali, D. (2008). A stakeholder approach to corporate social responsibility: a fresh perspective into theory and practice. Journal of Business Ethics, 82(1), 213-231. https://doi.org/10.1007/s10551-007-9572-4
Jayaraman, K. (2010). Doing business in China: a risk analysis. Journal of Emerging Knowledge on Emerging Markets, 1(1), 1-9. https://doi.org/10.7885/1946-651X.1006
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