Coopetition Research Articles

Coopetition in Projects in Cultural Industries

This paper addresses the following question: what happens when people pool their resources in a project but also compete for market share? This question is at the heart of project management in the cultural industries. To be viable, these projects must find a compromise between competition and collaboration. To conceptualize this compromise, we used the theoretical framework On Justification by Boltanski and Thevenot (2006). These authors represented society with six independent worlds, and they explored compromises between the various worlds. We associate competition with the market world and collaboration with the civic world. Boltanski and Thevenot (2006) did not find a figure of compromise between these two worlds, but we suggest that coopetition is a viable form of compromise. We undertook 50 semi-structured interviews with professional visual artists to empirically support our assumptions that (1) coopetition is the answer to our initial question, and (2) it is the figure of compromise between the market and civic worlds. Our findings contribute to the literature on coopetition in project management by presenting three typical cases of coopetition in projects in cultural industries: artwork creation projects, art exhibition projects in private galleries, and art exhibition projects in cooperative galleries. We also contribute to the literature on Boltanski and Thevenot (2006) theoretical framework by exploring a new figure of compromise.

Cultural cluster coopetition: A look at the Montreal circus world

AbstractWe explore the relevance of the « coopetition » concept within Montreal's circus sector and the Montréal Complètement Cirque's festival in particular. Our analysis is based on the cluster phenomena found in coopetition studies, which is a strategy used by companies in the technology sector. We formulate propositions that suggest these collaborative practices allow reduce tensions related to the innovation and creative processes' intrinsic uncertainty and also moderate the effects of a firms' limited resources. These practices are also related to public policies aimed at ensuring the sector's sustainability, the existence of interpersonal relations, and the need for more visibility on the sector and its actors. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd.

Origin-Specific Resources and Location-Bound Co-opetition: A Case of Champagne (WITHDRAWN)

Origin-Specific Resources and Location-Bound Co-opetition: A Case of Champagne (WITHDRAWN)

Zastosowanie metodologii teorii ugruntowanej (GTM) w badaniu koopetycji w klastrach

Zastosowanie metodologii teorii ugruntowanej (GTM) w badaniu koopetycji w klastrach

Le rôle du client dans les stratégies de coopétition

L'article se centre sur la question du role joue par le client dans le phenomene de coopetition. L'analyse porte sur des actions et reactions strategiques entre client et fournisseurs. Le secteur choisi est celui de l'industrie de defense americaine ou le client, en monopsone, est en mesure de jouer un role architectural et d'agir dynamiquement sur la coopetition de multiples facons : en creant un petit groupe de fournisseurs, en incitant ces derniers a nouer des alliances, en creant des situations dans lesquelles une firme s'autolimite dans sa strategie et coopere avec ses concurrents, etc.

Réseaux d'entreprises et dynamiques territoriales : une analyse stratégique

Comprendre les strategies spatiales de l’entreprise est aujourd’hui crucial pour analyser la formation des reseaux territoriaux. Les dynamiques coopetitives a l’œuvre dans les differents types de systemes productifs locaux (SPL) meritent donc d’etre mises en parallele avec le recent ancrage local des entreprises multinationales, attirees par cette nouvelle source de creation de valeur. Apres avoir dresse une typologie des differents types de SPL en insistant sur les raisons de leur dynamique et leurs faiblesses structurelles en matiere d’apprentissage, d’interactions et d’ancrage territorial, une matrice d’analyse strategique est elaboree. Elle debouche sur la mise en evidence des strategies potentielles les plus appropriees pour chaque type de reseau glocalise. A l’heure des « poles de competitivite » cette matrice permet d’eclairer, pour un territoire donne, les ressources a favoriser et le sentier de croissance sur lequel il apparait strategique de s’engager.

From Co-opetition to Collaboration

From Co-opetition to Collaboration

Co-opetition: An Alternative to Competition

Co-opetition: An Alternative to Competition

Book Review: Co-opetition

Book Review: Co-opetition

Co-Opetition

Co-Opetition

“Co-opetition” is an appropriate new strategy for the Association

AORN JournalVolume 64, Issue 2 p. 172-175 Department “Co-opetition” is an appropriate new strategy for the Association Linda K. Groah RN, MS, CNOR, CNAA, Linda K. Groah RN, MS, CNOR, CNAA PresidentSearch for more papers by this author Linda K. Groah RN, MS, CNOR, CNAA, Linda K. Groah RN, MS, CNOR, CNAA PresidentSearch for more papers by this author First published: August 1996 https://doi.org/10.1016/S0001-2092(06)63144-XCitations: 2Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article.Citing Literature Volume64, Issue2August 1996Pages 172-175 RelatedInformation