Partnering based on coopetition in the interorganizational networks of tourism: a comparison between Curitiba and Foz do Iguaçu, Brazil

Cruz

et al. 2020

JHTI

PurposeThis research aims to analyze the relations between coopetition and innovation, by comparing two coopetitive tourism SMEs networks in Brazil.Design/methodology/approachThe first network comprises 23 SMEs in Honey Island, a natural reserve, and the second network comprises 21 out of 25 SMEs in the Campos Gerais region, recognized by its strong agribusiness. Innovativeness variables included innovation inputs, capabilities, and outputs; and four types of relations that foster innovation were considered, namely, commercial, informational, knowledge, and partnerships. Social network analysis was employed as well as statistical analyses such as Kolmogorov–Smirnov, Mann–Whitney, Spearman correlation and Fischer's Z transformation.FindingsResults show that coopetition is related to SMEs innovativeness. Commercial relations centralities correlated with many innovation outputs, information and knowledge centralities with some innovation inputs and outputs, and partnerships also with capabilities.Research limitations/implicationsBesides contributing to the literature of innovation in tourism, this paper also contributes to the literature on coopetition and innovation by investigating how different types of coopetition relationships foster innovation inputs, capabilities, and outputs.Practical implicationsManagers may benefit from these findings by fostering specific innovation inputs, capabilities, or outputs by means of different coopetition relations. Similarly, regional tourism policy planners may also improve the innovativeness of tourism small businesses by fostering coopetition networks.Originality/valueThis paper not only compares the innovativeness of two small business coopetition networks in the tourism industry but also analyses quantitively in detail how different types of coopetition relations are related to different innovativeness variables.

Section: Resultssupporting

confidence: 76%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Innovativeness and coopetition in tourism SMEs: comparing two coopetitive networks in Brazil

Cruz

et al. 2020

JHTI

International Journal of Hospitality Management

Antecedents of coopetition in small and medium-sized hospitality firms

Kallmuenzer

Zach

Wachter

et al. 2021

Coopetition, which is entering cooperation with competitors, lets firms overcome the challenges of uncertain environments and their intense competition and pressure to innovate.The hospitality industry frequently experiences this kind of competition. It is also dominated by family-run small and medium-sized enterprises (SMEs), which are inclined towards cooperation due to their limited size and resources, along with their strong social ties.Investigating hospitality SMEs' decision-making, this mixed-method study tests the antecedents of coopetition in 171 hospitality SMEs in western Austria. Its findings show that economic benefits and destination networks directly and positively influence coopetition, while family involvement indirectly and positively moderates the effect of environmental conditions and social relationships on coopetition. Information from follow-up interviews with 15 firm managers complements the understanding of these effects. Our findings encourage destinations to establish services helping family firms to coopete.

A model to analyze the knowledge management risks in open innovation: proposition and application with the case of GOL Airlines

Oliva

Paza

Bution

et al. 2021

JKM

Purpose This study aims to investigate the risks associated with managing the dispersed knowledge in inter-organizational arrangements for innovation. Specifically, it proposes a model to analyze the knowledge management risks in open innovation, applied in four steps. Design/methodology/approach Initially, the authors carried out a systematic literature review (SLR) on the concepts that connect knowledge management, inter-organizational arrangements for innovation and risks. The SLR results led to a complementary theoretical review on the conceptual elements in question. Based on the findings, the authors have developed a model to analyze the knowledge management risks in open innovation, which was validated by experts. It was then studied the case of GOL Airlines, a company that uses innovation to overcome the paradox between low-cost and full service in the commercial air transportation industry, considering the application and adjustment of the proposed model. Findings Open innovation is one of the inter-organizational arrangement types most applied in the context of innovation. Relations between agents are the primary sources of risks when managing the dispersed knowledge in these arrangements. The authors have found five main risks associated, namely, risk of the innovative effort does not reach the expected objective, risk of knowledge transfer being ineffective, risk of misappropriation of value, risk of dependency (lock-in) and risk of relations. Practical implications The practical implication is the proposition of a procedure for applying the model to analyze the knowledge management risks in open innovation, which makes it a prescriptive model for identifying risks. The proposed model is described in four steps, namely, to identify the agents in the environment of the value of open innovation; to identify the types of relations of each agent; to consider the barriers to knowledge management in innovation; and to assess the risks considering the possibilities derived from the agents, their relationships and the barriers. The model is applied in the GOL case and the results are presented. Originality/value First, it uses a novel approach to investigate open innovation while studying its risks. This approach considers the knowledge is dispersed and flows from one organization to another through a combination of relations inside the environment of value where the open innovation materializes. Second, it contributes to theory development by opening a research front that fuses four areas: risk management, knowledge management, innovation and inter-organizational arrangements. Third, this paper proposes a theoretical model and presents its operationalization. The study aims to make an impact beyond academia and uses a case study to illustrate the model application in a real and interesting open innovation project to support the business model at GOL Airlines.