Imitation of Business Models: The Case of Online News Industry in France

Inna Lyubareva (), Fabrice Rochelandet () and Imad El Badisy ()
Additional contact information
Inna Lyubareva: LEGO - Laboratoire d'Economie et de Gestion de l'Ouest - UBS - Université de Bretagne Sud - UBO - Université de Brest - IMT - Institut Mines-Télécom [Paris] - IBSHS - Institut Brestois des Sciences de l'Homme et de la Société - UBO - Université de Brest - UBL - Université Bretagne Loire - IMT Atlantique - IMT Atlantique - IMT - Institut Mines-Télécom [Paris], IMT Atlantique - DI2S - Département Interdisciplinaire de Sciences Sociales - IMT Atlantique - IMT Atlantique - IMT - Institut Mines-Télécom [Paris]
Fabrice Rochelandet: IRMÉCCEN - Institut de Recherche Médias, Cultures, Communication et Numérique - Université Sorbonne Nouvelle - Paris 3 - LABEX ICCA - UP13 - Université Paris 13 - Université Sorbonne Nouvelle - Paris 3 - CNRS - Centre National de la Recherche Scientifique - UPCité - Université Paris Cité - Université Sorbonne Paris Nord
Imad El Badisy: Mohammed VI Center For Research and Innovation [Rabat, Morocco]

Post-Print from HAL

Abstract: In the rapidly evolving landscape of online business models within the news industry, the phenomenon of business model imitation has emerged as a prominent yet understudied aspect. This paper investigates the forms and implications of strategic imitation on competition dynamics and economic sustainability, focusing on French news producers from 2015 to 2020. Leveraging an extensive original dataset and methodology, our findings reveal a prevalent trend of imitation, particularly driven by rivalry-based dynamics. However, this copycat strategy poses long-term risks to industry performance and societal systems. To ensure economic viability and foster innovation, industry stakeholders must prioritize the development of original and forward-thinking strategies in response to the challenges posed by imitation.

Date: 2025
References: Add references at CitEc
Citations:

Published in International Journal of Arts Management, 2025, 27 (2), pp.67-85

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04991670

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().