Causes of conflict in intercompetitor cooperation

Abstract

PurposeThe purpose of this study is to increase understanding about the causes of conflict in intercompetitor cooperation.Design/methodology/approachThe empirical part is based on two case studies within two different industries in Finland: the transportation industry and the natural products industry. Interviews with managing directors were carried out in 2003‐2006.FindingsThe findings of the study show that causes of conflict in intercompetitor cooperation can be related organisationally, relationally or externally. Organisational causes of conflict in intercompetitor cooperation can be either operational or normative, while relational causes can be strategic or normative. On an external level there are several actors that may influence conflicts in intercompetitor cooperation: suppliers, salesmen, customers and political actors.Research limitations/implicationsThe limitations of the study derive from the scarce possibilities for generalisations and the risk of a fairly case‐specific study. Further research should focus on external network actors and their impact on conflict in business‐to‐business relationships. Another avenue for further study would be to investigate the extent to which the findings from this study can be related to vertical business relationships with minimum levels of competition.Practical implicationsCooperating competitors usually have a history, which is mainly based on competition. This history appears to be hard to forget since there is a tendency for competitors to act individualistically by focusing on what is best for their own company instead of the industry as a whole.Originality/valueThe study focuses on two research areas, neither of which has been adequately researched in the existing literature about interorganisational relationships: conflict and intercompetitor cooperation.