Coopetition Strategy Research Articles

THE PROCESS OF COOPETITIVE STRATEGY: A CASE STUDY OF MICROBREWERIES IN PORTO ALEGRE

ABSTRACT Purpose: The study presents a dynamic and complex procedural experience performed by small microbreweries in a cluster in Porto Alegre, Brazil. Thus, this article aims to establish theoretical propositions about coopetition strategies in this context. Originality/value: One of the gaps in the organizational studies is an understanding of how the process of developing a new strategic dynamic takes place. We consider coopetition to be a process that involves narrow strategies of simultaneous coopetition and cooperation between competing firms, in different areas and levels of interaction. Design/methodology/approach: Qualitative, exploratory research was conducted, using data triangulation and multiple methods. The case study technique was adopted to perform an in-depth examination of the phenomenon of secondary data collection, participant observations, and semi-structured interviews. Findings: The results showed that microbreweries are developing a strategic process of coopetition through greater sharing of resources, information, interactions, learning, and inter-organizational and intra-organizational knowledge, essentially in the stages of distribution and sales. The reports and evidence of the research showed synergy between the mechanisms and common goals found, thus demonstrating the dynamic of these small businesses.

Co-opetition Strategy in Volunteer Computing: The Example of Collaboration Online in BOINC.RU Community

Volunteer computing (VC) is a strong way to harness distributed computing resources to perform large-scale scientific tasks. Its success directly depends on the number of participants, PC (some other devices) and time of their work. And while the computational aspect received much effective research attention and solutions; the social problem of VC phenomenon – how persuade the owners of widely dispersed smart machines and devices to participate in VC projects, and how figure out ways to speed and expand the capability of donated computer resources, remains largely unexplored. We think that a motive of self-actualization of participants of volunteer computing is not enough to explain why millions of unskilled people day by day participate in scientific computation. Our research indicates that the answer lies at the intersection of self-oriented motivation and the interactional, organizational possibilities emerging through the Internet. In this paper we investigate Russian community of VC and discuss the suggestion that online collaboration can capture people`s motivation better than only intrinsic motives.

Managing coopetition: implement knowledge transparency between competitors

Being highly knowledge transparent with a competitor seems to be a fallacy. Indeed, it is an invitation to opportunism and to a deskill process by the competitor. The traditional intent of any firm is to reduce its knowledge transparency. However, we argue that being highly transparent is a condition for unlocking the radical innovation opportunities of a coopetition strategy (i.e., collaboration between competing firms). Our research goes beyond this inherent contradiction and reveals how firms could preserve their knowledge transparency in a coopetitive relationship. Answering this question is key to understanding how to unlock the radical innovation opportunities of coopetition strategy. Our case study of Sanofi, a pharmaceutical company which opened two of its radical innovation to its competitor, confirms and extends the key role of the co- management principle. Moreover, our research represents interesting guidelines for top managers by highlighting a specific project design to manage transparency in a coopetitive project.

Friend or Foe? Managing Value Capture Dynamics in Overlapping Markets

Inter-firm alliances between competitors attract a lot of research attention due to its paradoxical nature. Firms face value capture dynamics at multiple levels, especially when they enter inter-firm arrangements with their competitors. Market overlap between alliance partners is a double-edged sword. It offers new sources for value creation in alliances, but also bears risks from individual value appropriation. These tensions among firms exist in all inter-firm alliances, particularly in coopetition arrangements. Our model reveals different patterns in managing value capture dynamics in overlapping markets. Results from fuzzy-set qualitative comparative analysis (fsQCA) indicate that market overlap can drive value capture. In general, firms realize alliance-specific sales either by market performance or by innovation. Similarly, firm age and size determine the advantages of a coopetition strategy or coopetition experiences. A necessary condition analysis (NCA) confirms that market overlap is a bottleneck and essential for the realization of alliance-specific sales.

Competitive vs coopetitive strategies: lessons from professional sport leagues

PurposeOver the past decades, analyses of the functioning of professional sport leagues have been done from various angles: economic, financial and sociological; in some cases, comparisons were made between North-American and European leagues. The purpose of this paper is to look at this reality from a different angle, i.e. human capital management, by showing how different the models from both continents are.Design/methodology/approachBased on an identification of the major elements associated to human capital management in professional sport leagues in North America and Europe, this paper compares competitive and coopetitive strategies using an original framework based on consortium sourcing and pooling dimensions.FindingsThe paper underlines the benefits that North-American professional sport leagues get from acquiring players using a consortium sourcing perspective (coopetition). In Europe, the most powerful clubs use their financial resources to get the best players; as a result, it is always the same clubs with get the best results (competition). In the long run, the European approach might result in less attractiveness to TV viewers, and less revenues for TV networks.Originality/valueThis paper helps to understand the differences between professional sport leagues in North America and Europe; it also discusses the risk associated to the adoption, without any adjustment in the human capital management, in Europe of the North-American model based on a coopetitive perspective. This dimension is seldom mentioned in articles dealing with professional sport leagues.

Interfirm coopetition, trust, and opportunism: a mediated moderation model

Based on the literature on coopetition, interorganizational trust perspective, and recent work studying their interactions, we propose a mediated moderation model, which delineates how coopetition moderates the relationship between collaborations and opportunism and whether interorganizational trust mediates the moderated relationship. The findings indicate that the interaction of collaborations and coopetition positively influences opportunism, and that this effect will be negatively mediated by interorganizational trust. The results highlight that simultaneous use of the coopetition strategy will impact the efforts on opportunism reduction and illustrate the importance of interorganizational trust in the coopetitive situation.

Modeling Simultaneous Cooperation and Competition Among Enterprises

Coopetition (simultaneous cooperation and competition) between organizations has emerged as a prominent and critical industrial practice that allows organizations to increase combined welfare through cooperation while maximizing individual gains through competition. The formulation and enactment of such an organizational strategy entails designing and operating information systems that maximize benefits while minimizing costs from concomitant cooperation and competition. Coopetition raises new concerns and considerations about the design of data, processes, and interfaces of information systems. Analyzing coopetition can be challenging since cooperation and competition are paradoxical social behaviors that are undergirded by contradictory logics, hypotheses, and assumptions. Therefore, the ability of decision-makers to represent and reason about coopetition in a structured and systematic manner can be beneficial as it can support their efforts to co-design organizational strategies and information systems. This paper presents insights about the initial stages of an exploratory research project that is focused on the development of a modeling framework to support representation and reasoning of interorganizational coopetitive strategies. The objectives of this paper are to outline the goals of this research project which include: (1) identifying the primary characteristics for modeling and analyzing coopetitive relationships, as well as (2) proposing artefacts for expressing and evaluating these relationships.

基于生态位理论的河西走廊县域城市竞合关系研究

PDF HTML阅读 XML下载 导出引用 引用提醒 基于生态位理论的河西走廊县域城市竞合关系研究 DOI: 10.5846/stxb201612272680 作者: 作者单位: 作者简介: 通讯作者: 中图分类号: 基金项目: 国家自然科学基金项目（41661035，41271133，41261104） Ecological niche-based competition and cooperation relationships among county-level cities in Hexi Corridor Author: Affiliation: Fund Project: 摘要 | 图/表 | 访问统计 | 参考文献 | 相似文献 | 引证文献 | 资源附件 | 文章评论 摘要:根据生态位理论，用城市综合发展水平和生态位宽度来反映各城市对所在群落中的资源占有和利用程度，通过聚类分析和生态系统结构的划分对河西走廊20个县域城市的竞合关系进行了评价。结论表明：2001-2013年间，河西走廊各城市综合发展水平均有不同程度的提高，城市生态位也表现出不同程度的升降，综合发展水平值与生态位宽度呈高度正相关关系，说明各城市对资源的占有和利用程度联系密切，相辅相成。嘉峪关市和金川区生态位始终位于河西走廊20个县域城市前列，为第Ⅰ类城市，凉州区、肃州区和甘州区为第Ⅱ类城市，阿克塞县、玉门市、敦煌市和肃北县为第Ⅲ类城市，其余11个城市为第Ⅳ类。在此基础上，结合生态位错位、扩充、协同发展等理论，根据城市生态系统结构提出了相对应的基本竞合发展策略。 Abstract:Domestic and international scholars have paid considerable attention to research on intercity co-opetition relationships. Based on the systematic examination and analysis of previous research results, the article, starting with the theory of the ecological niche, regards the modern city as special life system with ecosophy from the perspective of phytocoenology. Cities in certain regions may have various relationships. Co-opetition between cities usually plays an essential role in whether the cities can achieve continuous development together in the same city group. The percentage of a particular city's resource occupation in its group is reflected by its comprehensive development level, the utilisation of resources is represented by the niche breadth, and the co-opetition of 20 cities in county areas of the Hexi Corridor is clarified by cluster analysis and the structural division of the eco-system. Finally, a realistic strategy for co-opetition is put forward by virtue of the ecological niche, aiming to provide theoretical suggestions for coordinated and continuous development in city groups of the Hexi Corridor. It is concluded that all the cities in the region have made mixed progress in terms of their comprehensive development levels, with their ecological niches experiencing mixed ups and downs. The positive correlation observed between a city's comprehensive development level and its ecological niche width shows that the occupation and utilisation of resources are two supplementary coefficients. Among the 20 county-level cities in the region, Jiayuguan and Jin Chuan District have always been categorised as Tier I, as they always top the list of cities with highest ecological niche; Liang Zhou District, Su Zhou District and Gan Zhou District are Tier Ⅱ cities; Akesai, Yumen, Dun Huang and Su Bei are Tier Ⅲ; and the remaining 11 cities are Tier IV. Based on the analysis of the eco-system structure in the cities of the Hexi Corridor, together with theories such as niche dislocation, expansion, coordinated development, the following corresponding co-opetition strategies are proposed:Jiayuguan District and Jinchuan District need to play a radiating and exemplary role, with coordinated development in the Liangzhou District, Suzhou District and Ganzhou District. This activity will drive other cities' development, reaching a balance for the ecology niche in the city system of the Hexi Corridor. 参考文献 相似文献 引证文献

Systemic Understanding of Coopetitive Behaviour in a Latin American Technological Park

The purpose of this article is to construct a systemic structure to explain the relations subjacent to the coopetitive behaviour observed in a Latin American technological park. The research method is qualitative modelling. The primary research technique is the in-depth interview with park experts. Systemic language organised the speeches. The systemic language uses symbols that represent the elements of a system, such as variables, relations, and feedback loops. Initially, we constructed two essential archetypes that describe how the need for coopetition emerged, triggered by failures in meeting customers´ demands and reduced sales. Then, we built an overall systemic structure relying on the essential archetypes, which explains how the coopetitive strategy emerged in the park. The main conclusion reached by the study is learning and public policies as desirable conditions; failure in meeting customers’ requirements as the trigger; and sustainability, knowledge and resource sharing, mitigation of risks and uncertainties, and increased sales by price reduction, as reinforcing feedback factors. The main contribution of the study is a systemic qualitative model that helps understanding how to implement or manage a coopetitive strategy in a network formed of companies mainly driven by technological factors.

CO-OPETITION TO PROMOTE GROWTH OF BATIK SMALL AND MEDIUM ENTERPRISES

Co-opetition is cooperation and also the competition between businesses in the same industry or in other words between competitors. The phenomenon of co-opetition, which is also called ‘sleeping with the enemy’, is becoming increasingly important with the wider of global competition. The purpose of research presented in this paper is to analyze the co-opetition strategy among small and medium industries. This research was conducted in the form of case studies of small and medium batik industries in the region of Central Java, Indonesia. The right co-opetition strategy would promote growth and strengthen the sustainability of Central Java batik SMEs to face global competition.The research approach applied is action research. The location of this research is in six districts in Central Java, namely Banyumas, Cilacap, Purbalingga, Banjarnegara, Kebumen and Wonosobo. In those six districts, there are batik SMEs that have the potential to grow rapidly. The results of this study indicate that batik SMEs in the region of Central Java agreed to collaborate in the form of the Central Java Batik Society 'DjamurDwipa'. The batik SME entrepreneurs in Central Java realize that they are partners in the Society and they are also competitors engaged in the same industry. For small and medium scale entrepreneurs, their collaboration is expected to increase their capability, create and capture value, get the benefit of networking. The Central Java Batik Society 'DjamurDwipa' in this study becomes one of the case models of co-opetition among small and medium industries. Review of the co-opetition among small and medium industries in this study indicate that the competitors do not always have a negative impact. Collaboration with competitors, namely co-opetition, could be able to create a synergy that can encourage the growth of small and medium industries.Keywords: Co-opetition; Colaboration; Competitor; Batik; Small Medium Enterprises.

How rival partners compete based on cooperation?

Prior studies of coopetition have explained the what, how and why of firms cooperating with competitors. Among these, examining the how question as to the stream of coopetition dynamics is the most challenging theme. Previous research has focused much more on the cooperation side. Less attention has been paid to the competition side to reveal what happens to competition after the competitors have collaborated. This study sheds light on the issue of cooperation-based competition by answering the question: while cooperating with competitors, how do rival partners compete based on cooperation? Linking the competitive dynamics perspective to coopetition, we conducted a single-case study to analyse the competition between two leading competitors in the Taiwanese bicycle industry. We collected the reported issues pertaining to the competition in the European market and supported by in-depth interviews. The analysis leads us to develop three propositions and a conceptual framework for illustrating the cooperation-based competition and addressing how cooperation may influence competition in a coopetition relationship. This study provides new insights into a theoretical issue of cooperation-based competition. The case also provides management implications while taking a coopetition strategy.

Understanding tourism loyalty: Horizontal vs. destination loyalty

Tourism loyalty is a key topic that has been covered in literature mainly from a very homogenous perspective. This study analyses horizontal loyalty (consumer's loyalty divided among several destinations), and explains the background factors that affect this behaviour (cognitive, affective and overall destination image; information sources; motivations; socio-demographic characteristics; previous behaviour; conative loyalty). The paper also identifies the differences between the explanatory factors of horizontal loyalty and one-single-destination loyalty. Applying a comprehensive analysis with 6964 tourists from 17 European countries in the context of Canary Islands (Spain), the study provides interesting recommendations for destinations with a view to better designing marketing activities and improving their coopetition strategies and competitiveness.

Unpacking Coopetition and Innovation: Contingency Roles of Pluralistic Network Embeddedness

Extant research suggests the “double-edged sword” nature of coopetition in technology-driven industries. Specifically, coopetition may enhance value creation in firm technological innovation by providing complementary resources and learning opportunities. However, close interactions with competitors may spur competitive attacks, such as knowledge misappropriation, technological imitation, and learning races, leading to value destruction in firm innovation. The contextual conditions under which coopetition may enhance value creation or exacerbate value destruction remain unclear. In this study, we elucidate the contingency factors stemming from multiple network embeddedness of technology-driven firms, namely, centrality and structural hole spanning in a collaboration network and a knowledge network on the organizational level. We expound the direct effects of the structural characteristics of a firm’s network positions on its innovation economic value, and the moderation effects on the impacts of firm coopetition pursuits on innovation outcome. In so doing, we clarify the network-based conditions under which innovation-driven firms may augment value creation and mitigate value destruction as they pursue coopetition strategies, hence making a contribution to the current coopetition research. Additionally, our results contribute to the network pluralism literature by elucidating how doubly embedded firms achieve differential innovation outcomes under the structural influences from collaboration network and knowledge network.

Managing Selling Coopetition: A Case Study of the ERP industry

Managing coopetition is important for the success of coopetition strategies. Past studies on the management of coopetition are largely dedicated to R&D coopetition. However, selling coopetition is an important phenomenon that is quite different from R&D coopetition. In this research, we therefore focus on the management of selling coopetition and build on past studies to formalize a framework that combines two complementary principles: separation and integration. We then evaluate the relevance of this framework for managing selling coopetitive agreements by studying how firms from the ERP industry manage their coopetitive selling. The results show that the principles of separation and integration are present but not sufficient to manage selling coopetition. We underline that a third principle, internal arbitration, is a key element in managing selling coopetition. To our knowledge, this is the first study specifically dedicated to the management of selling coopetition.

Coopetition as a Potential Strategy for Corporate Sustainability

AbstractThe paper is among the first to consider coopetition strategy in the context of corporate level sustainability. Through examination of literature and an example of an actual coopetitive agreement in wine industry logistics, consideration is given to the potential benefits of and problems with sustainability‐based coopetition strategies. The research, based on publicly available information, leads to suggestions for future study into specific theoretical, methodological and pragmatic aspects of sustainability‐related coopetition strategies. At a theoretical level, research into the dynamics of coopetition strategies and relationships between win–win and trade‐offs within economic, environmental and social performance settings is suggested. As the field of study continues to emerge, a broader set of exploratory case studies involving collaborative engagement and participation of practitioners is needed. Attention is also drawn to a broad range of settings available for further research into the design and implementation of sustainability‐related coopetitive strategies exploring advantages for corporations and society. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment

A Game Theory Analysis of China's Agri-biomass-based Power Generation Supply Chain: A Co-opetition Strategy

Abstract The purpose of this paper is to propose a co-opetition agri-biomass feedstock supply strategy for China's biomass-based power plants that the broker method and the villagers’ committee method co-exist. We use game theory and Monte Carlo simulation to study its efficiency, compared with that of the competition and cooperation strategies that there exists only the broker method or villagers’ method. Results show that the co-opetition strategy supplies sufficient agri-biomass for a plant's one year's operation, while the other two strategies could not. And the strategy brings highest profits for the plant and the entire agri-biomass supply chain, followed by the cooperation and the competition strategies. The sensitivity analysis is conducted with the recommendation proposed.

A associação baseada em coopetição nas redes interorganizacionais do turismo: uma comparação entre Curitiba e Foz do Iguaçu, Brasil

Purpose – This paper presents a model to analyze the context and critical behavior of interorganizational partnering based on the coopetition strategy. Design/methodology/approach – This research is exploratory, and makes use of descriptive statistical methodology. Data collection was based on an entrepreneurial perception survey applied to 545 tourism firms and 49 local business associations in two Brazilian cities. Findings – The main theoretical approach of this research was to introduce a partnering model, and its variables, based on coopetition – whereas its main empirical finding was to prove that the high internal competition among participants, within the tourism sector, is a greater source of coopetition behavior than external competition itself. Shared values, mutual trust, complementarity and awareness of the competitive advantages that result from partnering co-exist with the internal competition between firms belonging to this sector. Originality/value – Coopetition in the tourism sector has been little explored, but this study confirms that coopetition is a hybrid behavior which is very suitable to explain current market relationships; it also represents the interorganizational networks generated by business associations. The value of this research was to provide a scale to measure cooperative and competitive contexts on partnering based on the coopetition strategy, which can be applied to other industries or sectors.

COOPETITION STRATEGIES IN THE BRAZILIAN HIGHER EDUCATION

ABSTRACT Coopetition is a relationship strategy between firms or institutions that compete and cooperate simultaneously in different areas. Coopetition occurs in several inter-organizational arrangements. This article establishes theoretical propositions about coopetition strategies based on the Consortium of Community Universities in the South of Brazil (Consórcio das Universidades Comunitárias Gaúchas - Comung), which is formed of 15 higher education institutions (HEIs) located in the South of Brazil. This article investigates a single case with multiple analysis units conducted through in loco interviews with the President of the Comung and the managers of the HEIs, along with secondary data. The results indicate that coopetition has been used as a mechanism for market protection and to gain access to unavailable resources individually from the dynamic interactions between the Comung HEIs.

Co-Opetition Strategy and Competition Structure Analysis on Ports in Western Coast

중국의 급격한 성장 속에서 동북아 지역의 물동량은 꾸준히 증가하고 있다. 그러나 세계 경제의 침체 속에서 이 상황을 낙관 할 수만은 없다. 급변하는 동북아 물류 환경 속에서 한 · 중 · 일 3국은 경쟁의 주도권을 장악하기 위하여 항만을 대형화하고 항만시설을 확충하고 있다. 본 연구에서는 코피티션(Co-Opetition)이론을 중심으로 하여 국내의 인접항만인 서해안권 항만들이 선의의 경쟁 및 협력을 통하여 동북아 지역에서 최고의 경쟁력을 지닌 항만으로 성장할 수 있는 상생방안을 제시하고자 한다. 이를 위하여 본 연구에서는 전이할당 분석을 이용하여 동일 권역 내에서 전이 되고 있는 물동량을 확인하여 경쟁 구조를 분석하고, LQ 지수분석을 통하여 각 항만의 특화품목을 선정하여 기능중복이 일어나지 않는 물동량 할당 전략을 세워 각 항만들이 특화 될 수 있는 다양한 전략을 제시하고자 한다. 분석결과, 컨테이너 물동량은 인천항과 군산항에서 평택․당진항과 대산항으로 지속적으로 전이되었고, 비컨테니어 물동량은 평택 · 당진항과 군산항의 물동량이 인천항과 대산항으로 옮겨 갔으며, 가까운 지역에 위치하고 있는 평택 · 당진항과 대산항의 경쟁이 심화되고 있음을 알 수 있다. 컨테이너물동량의 절대성장치의 분석 결과 인천항이 4개의 항만 중에서 절대적인 경쟁 우위에 있음을 알 수 있으며, 평택 · 당진항과 대산항이 치열한 경쟁 상황에 처해 있음을 알 수 있다. 비컨테이너 물동량의 절대성장치의 분석 결과 평택 · 당진항이 대산항의 성장치에 크게 못 미쳐 평택 · 당진항이 경쟁에서 열세임을 확인 할 수 있다. LQ지수 분석 결과 인천항과 군산항은 육류, 어패 · 갑각류, 양곡, 당류, 시멘트, 비료, 원목, 목재, 목탄, 코르크, 고철, 기계류 및 그 부품에서 경쟁이 나타나고 있다. 지리적으로 가장 가까운 권역내에 위치하고 있는 평택 · 당진항과 대산항은 특화된 품목 중에서는 경쟁이 일어나고 있지는 않지만 특화되지 않은 품목에서 심한 경쟁을 하고 있음을 알 수 있다.

COOPETITION STRATEGY FOR ENHANCING THE SUSTAINABILITY OF FAMILY OWNED KIRANAS IN THE VOLATILE, UNCERTAIN, COMPLEX AND AMBIGUOUS (VUCA) INDIAN RETAIL INDUSTRY

Agrarian based Indian economy currently turned into a service based economy. Liberalization of Indian economy as well as present government's retail sector policy paves way for big organized retailers' to enter and also expand in the Indian retail market. Currently Indian retail market is dominated by unorganized, family owned kiranas, which hold almost 88% market share. Entry of new big organized players and expansion of existing big players will bring in conflict of interest with the currently dominating kiranas, who provide major employment. This paper discusses about adaptation of coopetition strategy by big organized retailers and kiranas, mainly to mitigate such conflict of interest. As per the strategy, organized big retailers will be the wholesaler for kiranas and kiranas will be the last mile distributor for the big player. Information Communication Technology (ICT) shall bridge the organized and unorganized retailers and play a major role in implementing coopetition A study was conducted among 272 Kiranas of southern districts of Tamil Nadu to check the feasibility of coopetition From the study, it is found that most of the Kiranas are ready to adapt Coopetition strategy. This strategy will curtail the big organised retailers' investments in distribution network. At the same time kiranas will not lose their proximate customers business, even if the customer's order their requirements through E-retail system.