This article uses an explorative case study of the smart card industry where 'coopetition' is to be found. We show that the nature of interaction between smart card actors, dealing with industry and market conditions that create a very complex competitive landscape, constitutes a mix of competition and cooperation. Here, we assume that the paradoxical aspect of competition and cooperation [Quinn, R.E. and Cameron, K.S. (1988) Paradox and Transformation. Cambridge, MA: Ballinger] can be juxtaposed in order to understand the strategic phenomena characterizing actors' interactions. Actors cooperate in some activities and compete on other ones. Such strategic behaviour is called coopetitive strategy, which is increasingly adopted by high-tech industry players.Smart card, Coopetition, Competition, Cooperation, Strategy,
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.