Abstract
The study investigates the significance of strategic intent, manager's ambidexterity, and knowledge sharing routines for firms in their quest to pursue coopetition. We utilize the resource-based view and the dynamic capabilities theory to ground our hypotheses. We test the hypotheses using the data collected from 313 firms that engage in coopetition relationships through an online survey. The findings forward knowledge sharing and ambidextrous managers as intervening variables, in that when complemented with knowledge sharing, a firm's strategic intent could better guide the firm's managers to pursue coopetition successfully. Findings further advocate that knowledge sharing complements to enable the relationship between a firm's strategic intent and its ambidextrous managers, as well as the relationship between strategic intent and coopetition. Furthermore, results also indicate that ambidextrous managers, with a skillset of a combination of exploration and exploitation, are positively associated to coopetition. Overall, the findings make important theoretical as well as empirical contributions to the coopetition and strategic alliance literature.
Highlights
Coopetition - a phenomenon of simultaneous pursuit of cooperation and competition between firms - is increasingly becoming popular in both academia and practice
The results offer empirical evidence on the significance of strategic intent in enabling coopetition. It showcases the importance of the intervening effect of ‘ambidextrous managers’ and the interaction effect of ‘knowledge sharing’ to facilitate the effect of strategic intent on coopetition
Strategic intent-knowledge sharing-ambidextrous managers: The first objective of the study was to investigate the relationship between a firm’s strategic intent and its manager’s ambidexterity as well as the moderating role of knowledge sharing on this relationship
Summary
Coopetition - a phenomenon of simultaneous pursuit of cooperation and competition between firms - is increasingly becoming popular in both academia and practice. The manifestation of the contradictory logics of cooperation and competition within the same relationship makes coopetition a paradoxical relationship (Bengtsson and Kock, 2014, Bengtsson et al, 2016b, Raza-Ullah, 2018, Jakobsen, 2020), wherein the cooperation part that underscores collective interests to create greater value coexists with the competition part that emphasizes private gains from the value created (Khanna et al, 1998, Raza-Ullah et al, 2014, Gnyawali et al, 2016) The juxtaposing of these two important yet interrelated contradictory logics into one relationship makes coopetition paradoxical (Luo and Rui, 2009, Bengtsson and Kock, 2014, Jakobsen, 2020). Strategic intent could be envisioned as a key antecedent to coopetition
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