Purpose Competitive intelligence (CI) includes all the information and knowledge in a business. It enables the creation, perpetuation and transmission of knowledge coming from markets and corporate stakeholders. Therefore, it seems appropriate to consider the following question: what are the levers of a CI process on knowledge management in a coopetitive context? The paper aims to discuss this issue. Design/methodology/approach To answer this question, the authors conducted an empirical study with a sample of 153 high-tech firms in Europe. Findings The results identify four business groups according to levels of monitoring and cooperation between firms, and three types of supervision in business networks. Originality/value This paper brings together the concepts of knowledge management and CI within firms that have adopted a coopetitive behaviour.

International audienceCoopetition analyses the simultaneity of competitive and cooperative behaviours between rival firms. Scholars have focused their attention on strategic alliances, but specific coopetition issues are seldom addressed through in-depth studies. On the basis of inter-organizational relationships, coopetition provides partners with a competitive advantage by enhancing their knowledge creation and transfer, but exposes firms to the risk that rivals may capture their own knowledge. In this, it becomes necessary for firms to mix knowledge creation and transfer strategies with knowledge protection practices. This paper reports on a qualitative study of 37 firms and sheds light on the specific knowledge development process for the partners engaged in coopetition. Knowledge Management Research & Practice advance online publication, 16 April 2012; doi:10.1057/kmrp.2012.

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