By opting for coopetition strategy, some companies prefer the horizontal one while others opt for the vertical. Furthermore, some coopetitions are rather aggressive, while others are rather cooperative. Nevertheless, the reasons for using one or the other of these strategies remain still ambiguous.
This article aims to explain the reasons, both internal and external, for the use of each type of coopetition and its nature. By adopting a quantitative hypothetico-deductive approach, and through a sample of Tunisian industrial companies, this study confirms that the need for strategic capabilities holds the strongest weight that the competitive intensity in the explanation of the coopetition type and its nature.
This article proposes to decide on the impact of external and internal factors (competitive forces and strategic capabilities) on strategic competitive choices (pure or hybrid). Using a sample of Tunisian companies operating in the manufacturing industry, the results show that face to the competition’ intensity, companies opt for competitive hybrid strategies at the expense of pure ones only when they have strong combined strategic capabilities. However, when they have a stock of capabilities less rich and less diversified, they have interest to pursue a pure competitive strategy. Moreover, the study shows that the pure competitive strategy differs according to the nature of the strategic capabilities held.
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