Coopetition Strategy Research Articles

C-Business: A Theoretical Framework for the implementation of Co-opetition Strategy in E-Business

In today's networked and knowledge-based economy, firms need to collaborate with their stakeholders with the use of Information and Communication Technologies (ICT). This type of alliance is called Collaborative E-Business (C-Business). In this paper, the authors examine whether firms can co-operate and compete at the same time (co-opetition), using a C-Business system, and whether this can lead to a co-beneficial relationship. Finally, a theoretical framework is presented on how C-Business and Co-opetition can be used to create value in a collaborative network, and thus create competitive advantages.

Coopetition, Cooperation, and Competition as Determinants of Companies’ Appropriation Strategies

In this article, we investigate how a company’s coopetition (collaboration with competitors), cooperation and competition strategies influence its usage of formal and informal intellectual property (IP) appropriation mechanisms. In addition to firm characteristics and sector variables as predictors for appropriation methods used in previous studies, we disentangle coopetition, cooperation and competition as further determinants for a firm’s use of these instruments. Until now, research has not investigated the effects a company’s cooperation with its competitors has on the tendency to use formal (legally protected IP rights e.g., patents, trademarks, etc.) or informal (e.g., secrecy, lead time) appropriation mechanisms. This leads to substantial model uncertainty, which we tackle by using Bayesian Model Averaging (BMA). We analyze firm level innovation survey data including the coopetition orientation of 1,879 German companies. We find that coopetition, cooperation breadth, price and technology competition associate with informal appropriation strategies, while in contrast, cooperation depth and a competitive strategy relying on design associate with the use of formal appropriation mechanisms. Thus, we contribute to existing research by providing first exploratory results of coopetition, cooperation and corporate strategies as determinants for a firm’s implementation of specific appropriation mechanisms. Our findings have implications for management and research. We find that companies should strive for IP appropriation strategies that are well aligned with their choice of cooperation and competition strategies as this facilitates value capturing from innovation.

Conceptualizing Coopetition Strategy As Management Innovation

In this paper we attempt to respond to the question: Is coopetition a new way of looking at interfirm relationships? To do so, by presenting coopetition as management innovation, academic contribut...

A coopetitive model for the green economy

The paper proposes a coopetitive model for the Green Economy. It addresses the issue of the climate change policy and the creation and diffusion of low-carbon technologies. In the present paper the complex construct of coopetition is applied at macroeconomic level. The model, based on Game Theory, enables us to offer a set of possible solutions in a coopetitive context, allowing to find a Pareto solution in a win–win scenario. The model, which is based on the assumption that each country produces a level of output which is determined in a non-cooperative game of Cournot-type and that considers at the same time a coopetitive strategy regarding the low technologies, will suggest a solution that shows the convenience for each country to participate actively to a program of low carbon technologies within a coopetitive framework to address a policy of climate change, thus aiming at balancing the environmental imbalances.

Analysis on the Game of Co-opetition of ports in the China Yangtze Delta -Taking Shanghai port and Ningbo-Zhoushan port as an example

Due to rapid growth of economy in the world, which results into shipping goods flow one place to another in large volumes, the competition becoming more intense among ports. Shanghai port and Ningbo-Zhoushan port are the two most important ports in the Yangtze River Delta and have the same economic hinterland, inevitably there is a heated competition between the two ports. This paper using the approach of SWOT to analyze the issue of competition and cooperation between the two ports, and then makes an analysis of their Co-opetition strategies by employing the analyzing methods based on the Game theory. Finally, it puts forward some strategies to enhance the cooperation between the two ports.

A model of coopetitive game for the environmental sustainability of a global green economy

The present paper provides a model of coopetitive game for environmental sustainability of a global green economy, looking for a win-win solution within a complex construct of a type originally devised by Branderburger and Nalebuff. The model here suggested is environmental sustainable since it should lead to maintain natural capital, by using mainly renewable resources. In addition, this model of coopetitive games for environmental sustainability aims at reducing emissions of greenhouse gases, determining the reduction of global pollution, in this way it contributes to the establishment of a sustainable and lasting global green economy. Finally, the model determines a change in the patterns of consumption of households towards goods and human behaviors with a lower environmental impact. So the coopetitive strategy, in our model, consists in implementing a set of policy decisions, whose purpose is to be environmental sustainable and to enforce the global green economy. This is why the coopetitive variable is represented by a set of variables that together guarantee the achievement of the environmental sustainability of a global green economy. Thus, this original model aims to enrich the set of tools for environmental policies.

How to adequately balance between competition and cooperation? A typology of horizontal coopetition

This paper shows how rival firms organise themselves to manage collectively an interdependence situation. Based on several case studies on the management of the coexistence between GM and non-GM productions in the French agri-food industry, this research shows that grain merchants were able to federate, coordinate or influence all the stakeholders to control their agricultural lands. Our results indicate that it goes through cooperation relationships between rivals among coopetition strategies. This paper reveals the existence of three generic forms of coopetition: 1 The first is characterised by a coordination mechanism based on direct and informal relationships through tacit conventions and a strong embeddedness of the relationship. 2 The second is characterised by formal and indirect relationships which need the involvement of a third party in the coordination mechanism. 3 The third type is characterised by the setting up of a ‘mediation arena’ which allows for the construction of the collective actions.

The co-opetitive strategy of a closed-loop supply chain with remanufacturing

This paper deals with a strategic issue of closed-loop supply chains with remanufacturing by developing analytic models under cooperative and competitive settings. The primary goal behind analytic formulation is to investigate under what conditions an original equipment manufacturer (OEM) may take a cooperative approach by participating in remanufacturing. In contrast, the OEM may take a competitive approach by letting the third-party firm remanufacture the returned cores and remarket in the secondary market that competes with the new product. Our analysis reveals that the strategic decision depends critically on the costs of remanufacturing and the competition intensity between the two versions.

Is Cooperation with Competitors a Good Idea? An Example in Practice

Coopetition has become a heated issue in the last decade. In this study, a scrutinized review of previous research on coopetition is presented to clarify the research stream on coopetition, from which the implications are derived and a framework to analyse the phenomenon is proposed. Given the complex nature of coopetition, an in‐depth case study was undertaken to investigate the competition–cooperation relationship and coopetition performance over a 15‐year period in a Taiwanese supermarket network, which was formed by a focal company and its competitors. Performance was analysed before and after launching the coopetition strategy, in which 31 indicators were examined. The findings imply that competition (Yang) and cooperation (Yin) are reciprocally rooted in and mutually promoted by each other. The findings also confirmed that cooperation with competitors did lead to better performance, at least over a period, in two ways. The first was that the adoption of coopetition permitted the attainment of performance levels beyond what would otherwise have been possible; the second was that the adoption of coopetition changed the timeframe, permitting earlier achievement of higher performance levels. This study contributes to and extends knowledge of the dynamics and consequences of cooperation with competitors and demonstrates that coopetition has a significant temporary advantage.

Coopetition Strategy – When is it Successful? Empirical Evidence on Innovation and Market Performance

Coopetition (collaboration between competing firms) has been viewed as a potentially beneficial but also a risky relationship for a firm. Earlier literature provides inconclusive evidence in terms of the effects of a firm's coopetition strategy on innovation and market performance, suggesting both positive and negative implications. Some of this variation could be attributed to the fact that coopetition is successful only in certain types of business environment. In order to take the research further, this study examines the effect of a coopetition strategy on the firm's innovation and market performance, focusing on the moderating effects of market uncertainty, network externalities and competitive intensity. The results from a cross‐industry survey of 209 Finnish firms provide novel evidence on the conditions under which coopetition is successful and when it is not.

Intellectual capitals, business models and performance measurements in forming strategic network

How firms identify the intellectual capitals, business models and performance measurements for forming a strategic network with competitors? Both intellectual capital and coopetition strategy have become heated issues in strategic management field. Firms involved in cooperation with competitors should not only design their collective business models but also dedicate their intellectual capitals to create performance. Linking intellectual capital perspective, business model, and performance management, this paper aims at answering three questions: What are the intellectual capitals required to form a strategic network with competitors? What is the collective business models designed for cooperative strategies? And what are the performance indicators for measuring the collective business models? In this study, we have investigated a supermarket strategic network. We conducted an in-depth face-to-face interview with 14 CEOs in the network. They, together, have defined five key business models and developed important intellectual capitals necessary for implementation of the business models. They also have identified critical performance measurements. This practice-oriented study contributes a more complete understanding of intellectual capital, business model, and performance measurement in forming strategic network.

The 3PL Provider as Catalyst of Coopetitive Strategies-An Exploratory Study

The subject of coopetitive strategies has been studied increasingly since the end of the 1990s in the academic literature on strategic management, offering an in-depth renewal of the way of looking at the evolution of exchange relations between firms and emphasizing that neither pure cooperation nor pure competition are satisfying explanatory models of the reality of business. In fact, cooperation and competition blend to give rise to a novel model of value creation: coopetition. This article makes use of this conceptual framework to study the role of third party logistics (3PL) providers in the operation of modern supply chains. 3PL providers appear to be the catalysts of coopetitive strategies, particularly when they manage modular platforms. An exploratory field study conducted in France has identified three 3PL archetypes in the dynamics of coopetitive supply chains: 3PL providers as caretakers, 3PL providers as lead operators, and 3PL providers as architects.

A coopetition strategy – a study of inter‐firm dynamics between competition and cooperation

PurposeThis paper contributes to extant knowledge by highlighting the complementarity‐based nature of coopetition strategy and its impact on collective strategies for value generation among actors.Design/methodology/approachData collection draws on three cases encompassing three empirical contexts. A theoretical lens that enables a focus on contemporary inter‐organisational markets as organised behaviour systems manifesting network structures is adopted. Business strategy is operationalised as an exchange strategy with an emphasis on the exchange effectiveness achieved when some value is produced in cooperation with significant others.FindingsThe results show that managerial leadership and development of trust are the key success factors. Furthermore, this hybrid level of inter‐organisational relationship encompassing both competition and cooperation – coopetition – fosters collective intelligence through information and knowledge sharing.Research limitations/implicationsThis paper concludes that, due to contemporary inter‐organisational exchange often being governed by the “visible hand” of the process of networking, today's environment is different from the environment firms used to encounter in the past. From a managerial perspective, the findings demonstrate the multifaceted nature of coopetition. Additional work on the impact of the concept of coopetition strategy on business practice is needed to add to this valuable endeavour.Originality/valueThe existing studies are primarily concerned with arm's‐length exchange (competition), a dynamic situation in which several actors are vying for scarce resources and/or producing and marketing similar products or services. Comparatively little research has focused on inter‐organisational dynamics, which entails both cooperation and competition. This paper demonstrates that participating in inter‐firm networks has become increasingly popular to enhance corporate entrepreneurship.

A study of inter-firm dynamics between competition and cooperation – A coopetition strategy

Little attention has been devoted in extant literature to inter-firm dynamics that entails both cooperation and competition – also known as ‘coopetition’. This article contributes to extant knowledge by highlighting the complementarity-based nature of coopetition strategy and its impact on collective strategies for value generation among actors in three network settings. The empirical data collection draws on three cases encompassing three empirical contexts. The results show that managerial leadership and development of trust are the key success factors. Furthermore, this hybrid level of inter-organizational relationship encompassing both competition and cooperation – coopetition – fosters collective intelligence through information and knowledge sharing. This article concludes that coopetition strategy enhances the internal resources and market shares of competing actors. Thus, coopetitive relationships offer the advantage of a combination of the need to innovate in new areas as a result of competition while accessing new resources as a consequence of cooperation. From a managerial perspective, the findings demonstrate the multifaceted nature of coopetition. Additional work on the impact of the concept of coopetition strategy on business practice is needed to add to this valuable endeavour.

The borders of mobile handset ecosystems: Is coopetition inevitable?

Today, the mobile phone industry witnesses important changes, shifting from a value chain to a burgeoning business ecosystem. This paper deals with the relationships that are at the very core of mobile OS ecosystems for IMTs (smartphones and PDA): Microsoft-OS, Symbian-OS, Palm-OS and RIM-OS over the period 1998–2006. Our study confirms that an ecosystem’s borders are unclear. More than half of our sample’ relationships are shared by at least two different ecosystems. The ecosystems we studied do not differ in terms of exclusive relationship which suggests that coopetitive strategies are particularly relevant in mobile platforms war.

Co-opetition Strategy for the Balanced Development of Busan Port

Busan North port is facing crisis due to the opening of the New port. The North Port and NewPort are competing for a limited volume of cargoes and this competition is leading after all to price competition, lowering cargo work fee that may result in the failure of both This paper proposed the balanced development plans, which are the strategies of business tie-up and activation between the North Port and NewPort by introducing the strategy of and the analysis for the success factor of co-opetition: to solve this operational problems on Busan port. It is found out that activation strategy is more successful co-opetition strategy than business tie-up strategy. The execution for the two co-opetition strategies will lead Busan Port to the balanced development as well as the enhanced competitiveness and will leap Busan port into global hub port as well.

Optimal and Fair Resource Allocation for Multiuser Wireless Multimedia Transmissions

This paper presents an optimal and fair strategy for multiuser multimedia radio resource allocation (RRA) based on coopetition, which suggests a judicious mixture of competition and cooperation. We formulate the co-opetition strategy as sum utility maximization at constraints from both Physical (PHY) and Application (APP) layers. We show that the maximization can be solved efficiently employing the well-defined Layering as Optimization Decomposition (LOD) method. Moreover, the coopetition strategy is applied to power allocation among multiple video users, and evaluated through comparing with existing- competition based strategy. Numerical results indicate that, the co-opetition strategy adapts the best to the changes of network conditions, participating users, and so forth. It is also shown that the coopetition can lead to an improved number of satisfied users, and in the meanwhile provide more flexible tradeoff between system efficiency and fairness among users.

Coopetition and Complementarities: Modeling Coopetition Strategy and Its Risks at an Individual Partner Level

The concept of coopetition is founded on the complementarity‐based nature of this strategy. However, coopetition research has devoted relatively little attention to complementarity issues and their impact on coopetition results. By bridging the coopetition and economics of complementarities research fields, we develop a model representing a classical optimization problem in complementarities as applied to coopetition in order to evaluate potential risks deriving at an operational level from implementing a coopetition strategy. The model we develop is a situated one and is based on empirical data from a longitudinal case study of coopetition in the mineral water and soft drinks industry. The results highlight a potential risk of coopetition strategies – namely, thresholds effects – as well as the associated risks a wrong understanding of complementarities in a coopetition setting may entail.

Guest Editors' Introduction to the Special Issue on Coopetition Strategy: Stretching the Boundaries of Coopetition

Guest Editors' Introduction to the Special Issue on Coopetition Strategy: Stretching the Boundaries of Coopetition

Identifying and prioritizing critical success factors for coopetition strategy

PurposeCoopetition is a revolutionary mindset that combines competition and cooperation. This paper aims to determine and to examine success factors critical to coopetition strategy management and to explore the identified factors in Hong Kong manufacturing.Design/methodology/approachBased on a literature review and expert interviews following the analytic hierarchy process, this paper identifies and prioritizes seven critical success factors and 17 critical success sub‐factors comprising three success factor categories: management commitment, relationship development, and communication management.FindingsThe results show that management leadership and development of trust are the most important success factors. Based on the factors identified, the authors propose a hierarchical model for coopetition strategy management, which has been validated in Hong Kong industry to facilitate the formulation of action plans for better coopetition management.Practical implicationsThe prioritization of critical success factors and sub‐factors can help practitioners understand their relative importance and develop improvement plans in cases where they lack sufficient resources to deal with all factors simultaneously.Originality/valueThis paper identifies the critical factors for implementing coopetition and also validates and prioritizes them in Hong Kong manufacturing industry. It provides valuable information that can help manufacturers accomplish coopetition.