Abstract
This study proposes a model based on coopetition theory drawn from economics literature to explain the formation of team agility and performance. In the proposed model, team performance and team agility are affected by collectivism, team politics, transformational leadership, and transactional leadership via the mediation of coopetition and team empowerment. Team performance is also impacted by team agility. Empirical testing of this model, by investigating team personnel in information technology (IT) organizations, confirms the applicability of coopetition among IT working teams. Based on this study's empirical findings, managerial implications for building up teamwork and research limitations are provided.
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