The paradoxical nature of coopetition is determined by a combination of collaboration and competition. Coopetition is a relational mode frequently applied by information and communications technologty (ICT) firms. Using a qualitative approach, this study investigates the evolution of inter-firms coopetitive agreements in the enterprise resource planning (ERP) industry, and on the basis of this data, attempts to discuss coopetition typology and stability in this specific market context. The findings indicate the existence of two main types of coopetitive agreements, coopetitive projects with (i) vertical or (ii) horizontal cooperation between the competing partners. These two coopetition types have different characteristics in terms of purpose, dynamics and stability, presenting a specific balance between competitive tensions and collaboration benefits. The study concludes with a summary of the main findings and with practical propositions directed towards alliance managers.

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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.

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Two opposed concepts underlie most management consulting research. The first was developed in the late 1960s and was based on the assumption that the consulting process involves an expert whose function is to transfer knowledge to the staff of organisations. The second concept emerged in the early 1980s during the consulting explosion. It is more devoted to highlighting the negative impact of consulting. By this critical approach, consultants are considered as perilous symbol manipulators who can, for instance, use rhetorical symbols to persuade organisations and managers to contract their services. In the present paper, we try to demonstrate that – far from being detrimental to organisations – the symbolic function of consultants can be beneficial and enforce organisational change. We use a theoretical framework based on organisational symbolism to demonstrate that the consultants' symbolic value is essential for consultants to fulfil their symbolic functions. These functions include legitimation, signalling and sensemaking. These symbolic functions are crucial for facilitating and fostering change.

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L’article s’inscrit dans la littérature récente sur la stratégie de coopétition dans le domaine commercial en explorant en particulier le contexte des marchés avec procédure d’appel d’offres. Notre recherche entend enrichir cette littérature émergente en explorant cette stratégie à partir d’une étude qualitative au sein du secteur de l’architecture. La contribution principale réside dans la proposition d’un modèle conceptuel de la dynamique coopétitive commerciale avec appels d’offres. Trois formes spécifiques sont identifiées puis discutées dans cet article : la coopétition a priori, la réponse coopétitive et la coopétition a posteriori.