Abstract
This study aims to decide on the question of the supremacy of coopetition' strategies compared to pure cooperation' strategies according to two explanatory factors both internally and externally. Through a sample of Tunisian industrial firms, the study confirms the simultaneous effect of competitive intensity and strategic capabilities on the nature of the strategy adopted. However, face to competition' intensity, we conclude that strategic capabilities hold the highest weight in explaining coopetition and customer cooperation strategies, but the lowest weight when it comes to supplier cooperation. Also, we show the duality of recourse to the customer cooperation as well as the horizontal coopetition in front of the competition' intensification. Even more, face to excessive competitive intensity, we find, surprisingly, the primacy of recourse to customer cooperation in face to horizontal coopetition. Moreover, our results also show that the strong need for strategic capabilities accentuates the use of coopetition to the detriment of cooperation.Keywords: competitive intensity; strategic capabilities; supplier cooperation; customer cooperation; horizontal coopetition; vertical coopetition.JEL Classification: M10DOI: https://doi.org/10.32479/irmm.8408
Highlights
Comparative work on explanatory factors for coopetition strategies in relation to cooperation strategies is very rare (Le Roy and Sanou, 2014)
Some of this research focuses on the external determinants of co-operative strategies, competitive intensity (Kogut, 1988; Kim, 1999), while others focus on internal determinants, lack of financial resources or need of strategic effort in research and development (Mitchell and Singh, 1996; Miotti and Sachwald, 2003)
Comparing the use of coopetition face to cooperation, we find that customer cooperation is more adopted horizontal coopetition face to intensity’ competition
Summary
Comparative work on explanatory factors for coopetition strategies in relation to cooperation strategies is very rare (Le Roy and Sanou, 2014). Some of this research focuses on the external determinants of co-operative strategies, competitive intensity (Kogut, 1988; Kim, 1999), while others focus on internal determinants, lack of financial resources or need of strategic effort in research and development (Mitchell and Singh, 1996; Miotti and Sachwald, 2003). We note that some works, in this case Eisenhardt and Schoonhoven (1996) and Chiambaretto and Fernandez (2016) only deal with external determinants including competitive intensity and environment’ uncertainty, while a range of other works, like Bengtsson and Kock (1999), Hillman et al (2009) and Czakon et al (2019) address only internal determinants including resource requirements, resource dependence, strategic logic and coopetitive state of mind. Few studies study concomitantly the internal and external determinants of coopetition strategies, through the product life cycle, research and development costs and technological convergence (Gnyawali and Park, 2009), or through industrial concentration, sectoral maturity, international presence and the size of the firm (Sanou, 2012)
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