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.
Winemakers in South France combine contingently institutional logics to achieve economic performance. Entrepreneurs who decide to cooperate with their competitors must manage four phases of “coopetition”: launch, formalization, protection, and reinforcement. They engage in the coopetition process by referring to a professional logic that becomes dominant, and they complete the process by fostering a community logic that is combined with the professional logic. Identity and legitimacy are the key elements that entrepreneurs segregate and blend, which entails new combinations in the respective influential power of state logic, professional logic and community logic.
Research on the topic of talent definition and talent management historically comes from Anglo‐American countries, but the importance of the specific context where these notions emerged often goes unacknowledged. The objective of this research is to clarify the meaning of talent as well as to examine talent‐management practices in France, investigating the possibility of a unique French approach rooted in a different initial context. Based on 39 interviews conducted among employees of 26 global French companies, this study highlights the French idiosyncrasies of the notion of talent: the reconsideration of traditional high‐potential profiles, the preference for insiders, concern about the effects of segmentation, and the role of talents in helping others develop into talents. Accordingly, the multidimensional concept of talent can be refined for a single dimension (the exclusive/inclusive one) and then extended by adding new dimensions. Finally, this article considers the implications of these findings for the managers of French companies, for human resources professionals, and for talents themselves.
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