Coopetition (simultaneous cooperation and competition) between organizations has emerged as a prominent and critical industrial practice that allows organizations to increase combined welfare through cooperation while maximizing individual gains through competition. The formulation and enactment of such an organizational strategy entails designing and operating information systems that maximize benefits while minimizing costs from concomitant cooperation and competition. Coopetition raises new concerns and considerations about the design of data, processes, and interfaces of information systems. Analyzing coopetition can be challenging since cooperation and competition are paradoxical social behaviors that are undergirded by contradictory logics, hypotheses, and assumptions. Therefore, the ability of decision-makers to represent and reason about coopetition in a structured and systematic manner can be beneficial as it can support their efforts to co-design organizational strategies and information systems. This paper presents insights about the initial stages of an exploratory research project that is focused on the development of a modeling framework to support representation and reasoning of interorganizational coopetitive strategies. The objectives of this paper are to outline the goals of this research project which include: (1) identifying the primary characteristics for modeling and analyzing coopetitive relationships, as well as (2) proposing artefacts for expressing and evaluating these relationships.

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Many start-ups fail, or are abandoned, due to flawed reasoning underpinning their products, business models, and engines of growth. Similarly, many strategic initiatives in large enterprises fail, or are decommissioned, because they are predicated on faulty assumptions that do not comport with reality. The lean start-up and lean enterprise approaches encourage decision makers to test their fundamental hypotheses and effect strategic pivots to identify new and superior fundamental hypotheses. This paper presents a model-based approach to support reasoning about strategic pivoting. It outlines key constructs from the i* modeling language that can be used to model various pivot types. Experience with a real-life application provided a preliminary validation about the benefits of modeling to support pivoting. The case study demonstrated how this approach can be used to compare alternatives for pivoting as well as to generate further ideas for alternative pivots.

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Part 2: Regular PapersInternational audienceEnterprise modeling frameworks are concerned with the representation of social phenomena and researchers have proposed a number of notations and techniques for depicting social behaviors. However, coopetition, which is a specific type of social interaction, has not been explored in the enterprise modeling literature. Coopetition, which refers to simultaneous cooperation and competition, has been studied extensively in the social sciences where conceptual theorizing and empirical fieldwork have established it as a prominent field of research. It is regularly observed in dealings between many kinds of enterprises, such as businesses and governments, where it has been analyzed at both inter- as well as intra-organizational levels. Coopetition is especially relevant for enterprise modeling because goal alignment/convergence can yield cooperation among actors while goal conflict/divergence can lead to competition among actors. In this paper we (a) present an overview of academic research into coopetition, (b) discuss the requirements for representing coopetition, and (c) propose future work that will be relevant for the modeling and analysis of cooperation, competition, and coopetition between enterprises

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Interorganizational coopetition describes a relationship in which two or more organizations cooperate and compete simultaneously. Actors under coopetition cooperate to achieve collective objectives and compete to maximize their individual benefits. Such relationships are based on the logic of win-win strategies that necessitate decision-makers in coopeting organizations to develop relationships that yield favorable outcomes for each actor. We follow a strategic modeling approach that combines i* goal-modeling to explore strategic alternatives of actors with Game Tree decision-modeling to evaluate the actions and payoffs of those players. In this article, we elaborate on the method, illustrating one particular pathway towards a positive-sum outcomethrough the introduction of an intermediary actor. This article demonstrates the activation of one component in this guided approach of systematically searching for alternatives to generate a new win-win strategy. We also present a metamodel for relating i* models and Game Trees. A hypothetical industrial scenario focusing on the Industrial Data Space, which is a platform that can help organizations to overcome obstacles to data sharing in a coopetitive ecosystem, is used to explain this approach.