A systematic review of research on coopetition: Toward a multilevel understanding

Bengtsson, Maria; Raza-Ullah, Tatbeeq

doi:10.1016/j.indmarman.2016.05.003

Cited by 264 publications

(278 citation statements)

References 174 publications

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“…Note that these thresholds are determined by the maximum unit profit for manufacturer 1 ( δ 1 ) and the degree of product substitution ( β ). This finding supports the view of Bengtsson and Raza‐Ullah () that external, relationship‐specific, and internal drivers motivate firms to engage in coopetition. In the context of this research, the combination of the external market characteristic ( β ), inter–firm power relationship ( θ ), and internal operational resources and capabilities (Δ c and δ 1 ) governs firms’ strategic decisions on coopetition.…”

Section: Selection Of a Coopetition Strategysupporting

confidence: 88%

Production Coopetition Strategies for Competing Manufacturers that Produce Partially Substitutable Products

Chen

Wang²,

Xia

2019

Production and Operations Management

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T his study examines the strategic choices of two rival manufacturers between competition and coopetition. A complex relationship exists between these two firms, who manufacture substitutive products. In addition, each of these firms has an option to purchase (or sell) a key component from (or to) the other. We develop a benchmark competition model and two coopetition models in which the manufacturers compete for end-customer demand while simultaneously collaborating on component production through wholesaling (wholesaling coopetition) or licensing (license coopetition). By comparing the equilibria of the competition model and two coopetition models, we find that the optimal strategy for coopetition is determined by not only the degree of product substitution but also the inter-firm power relationship in the negotiation of a cooperation contract (i.e., wholesale price and license fees) and the difference in production efficiency between the two manufacturers. Our research comprehensively examines how the external, relationship-specific, and internal factors affect firms' optimal strategy selection and suggests a broad set of decision outcomes. Our study provides important managerial implications that can be utilized as strategic guidance for firms to pursue coopetition in various business environments.

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Section: Selection Of a Coopetition Strategysupporting

confidence: 88%

Production Coopetition Strategies for Competing Manufacturers that Produce Partially Substitutable Products

Chen

Wang²,

Xia

2019

Production and Operations Management

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“…Similarly, research on the implications of coopetition for innovation and performance underscores the merits of cooperation, echoing the literature on value creation in alliances, with only a few studies acknowledging some boundary conditions. Even though research on coopetition has made some strides in juxtaposing competition and cooperation, this fragmented literature has been struggling to reach consensus concerning the definition and characteristics of this phenomenon (Bengtsson & Raza‐Ullah, ; Bouncken, Gast, Kraus, & Bogers, ; Dorn, Schweiger, & Albers, ).…”

Section: Introductionmentioning

confidence: 99%

The interplay of competition and cooperation

Hoffmann

Lavie

Reuer

et al. 2018

Strategic Management Journal

234

264

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Research streams on competition and cooperation are central to the field of strategic management but have evolved independently. The emerging literature on coopetition has brought attention to the phenomenon of simultaneous competition and cooperation, yet the interplay between the two has remained under-researched. We offer a roadmap for studying this interplay, which identifies some of its antecedents and consequences, highlights debates concerning the nature of competition and cooperation and the association between the two, and directs attention to the tension between competition and cooperation and the alternative approaches for managing this tension. We discuss the broader implications of the interplay, note some intriguing open questions, offer directions for future research, and present an organizing framework for the interplay of competition and cooperation.

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“…A growing number of management scholars have adopted a paradox lens to address important issues that emanate from this managerial challenge, ranging from how to ‘explore and exploit’ (Andriopoulos and Lewis ; Raisch et al . ) to how to ‘cooperate and compete’ (Bengtsson and Raza‐Ullah ; Gnyawali et al . ) to how to be ‘global and local’ (Marquis and Battilana ).…”

Section: Introductionmentioning

confidence: 99%

“…Jay 2013; Jules and Good 2014;Papachroni et al 2015;Smith 2014;Waldman and Bowen 2016). A growing number of management scholars have adopted a paradox lens to address important issues that emanate from this managerial challenge, ranging from how to 'explore and exploit' (Andriopoulos and Lewis 2009;Raisch et al 2009) to how to 'cooperate and compete' (Bengtsson and Raza-Ullah 2016;Gnyawali et al 2006) to how to be 'global and local' (Marquis and Battilana 2009). As revelations about the paradoxes that managers face have multiplied, paradox theory has emerged to provide a set of constructs, principles and relationships to explain how paradoxes operate within and across contexts and for exploring their implications for management research and practice (see Schad et al (2016) for a review).…”

Section: Introductionmentioning

confidence: 99%

Paradoxes and Dual Processes: A Review and Synthesis

Keller

Sadler‐Smith

2019

Int J Management Reviews

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Paradox and dual‐process theories are used by management and organization researchers in studying a variety of phenomena across a wide range of management sub‐fields. Cognition is a focal point of both of these theories. However, despite their growing importance and shared areas of inquiry, these two theories have developed largely in isolation from each other. To address this lack of integration, the authors conducted a review and synthesis of relevant aspects of the paradox and dual‐process literatures. Focusing bidirectionally on how paradox theory informs dual‐process theory and how dual‐process theory informs paradox theory, they highlight the ‘nestedness’ of intuition and analysis in paradox (a paradox within paradoxical thinking). On the basis of the review and synthesis, they identify four themes (epistemological and ontological assumptions in the relationship between intuition and analysis; psychological and psychometric issues in the relationships between intuition and analysis; managers’ experiences of tensions between intuition and analysis; managers’ approaches to tensions between intuition and analysis) and introduce an integrative framework that assimilates these two perspectives and sets out an agenda for future research and implications for management.

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A systematic review of research on coopetition: Toward a multilevel understanding

Cited by 264 publications

References 174 publications

Production Coopetition Strategies for Competing Manufacturers that Produce Partially Substitutable Products

Production Coopetition Strategies for Competing Manufacturers that Produce Partially Substitutable Products

The interplay of competition and cooperation

Paradoxes and Dual Processes: A Review and Synthesis

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