There is increasing interest among management scholars in "coopetition", which is simultaneous cooperation and competition between at least two actors. The research interest in coopetition has grown remarkably in the past few years on a variety of levels of analysis, including the intra-firm level, the inter-firm level, and the network level. However, this research has emerged along tracks that are often disconnected in terms of the different levels of analysis, and involves different terminologies, theoretical lenses, and topics. Accordingly, scholars have called for consolidation and synthesis that makes it possible to develop a coherent understanding of the coopetition concept and that reconciles its inherent heterogeneity. In this study, the authors address this issue by means of a systematic literature review that gathers, analyzes, and synthesizes coopetition research. Current knowledge on coopetition is consolidated and presented across multiple levels of analysis along a phase model of coopetition. On the basis of this in-depth review, the authors synthesize a conceptual map that highlights five multilevel research areas: (1) the nature of the relationship, (2) governance and management, (3) the output of the relationship, (4) actor characteristics, and (5) environmental characteristics. The major research themes are identified for each of these areas, enabling the authors to suggest future research avenues.

The impact of e-commerce on the business environment is often praised but seldom analyzed with scrutiny. In this paper we try to depict the underlying logistically relevant aspects of e-commerce and their impacts on logistics service providers. This seems to be of considerable importance, as logistics is seen as the back-bone of e-commerce operations. However, the firms specializing in this field are commonly neglected. We argue that the logistical implications of e-commerce can be differentiated into two main categories: the rise of e-marketplaces; and the elimination of supply chain elements (disintermediation). By analyzing these two categories and their major logistical implications in detail we deduct strategic consequences for logistics service providers.

This paper analyzes airline reactions to the COVID-19 crisis in the spring months of 2020 along the typical crisis response strategies of retrenchment, persevering, innovating, and exit. Based on the content analysis of 148 news items filtered from a daily aviation industry newsletter published during the unfolding of the crisis in Europe (from January 6 to June 2), the paper specifies and differentiates European airlines’ strategic responses, outlines key implications for the post-COVID-19 competitive landscape, and raises attention points for managers and policy makers.

No abstract