An Empirical Study on Determining the Attitudes of Small and Medium Sized Businesses (SMEs) Related to Coopetition

Akdoğan, A. Asuman; Cingšz, Ayşe

doi:10.1016/j.sbspro.2012.09.999

Cited by 24 publications

(19 citation statements)

References 11 publications

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“…Coopetition offers firms certain advantages that stem from the synergies of sharing costs, risks, economies of scale (Luo 2007;Park 2009, 2011;Osarenkhoe 2010), R&D operations (Walley 2007), and access to knowledge and external resources (Bengtsson and Kock 2000;Akdoğan and Cingšz 2012). Rodrigues et al (2011) report that coopetition can boost sales, market share, and international brand recognition and successfully enable market penetration strategies.…”

Section: Introductionmentioning

confidence: 99%

The relation between coopetition and innovation/entrepreneurship

2017

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This special issue is an outcome of the 2017 Global Innovation and Knowledge Academy (GIKA) Conference, which took place at ISEG School of Economics and Management, Lisbon, Portugal, between June 28th and 30th, 2017. As the seventh of its kind, the 2017 GIKA Conference continued to attract the attention of scholars from around the world, receiving more than 600 submissions, only 300 of which were accepted for presentation at the conference. The topic of this special issue-the relation between coopetition and innovation/entrepreneurshiphad an own track at the GIKA Conference, which served as a first round review for some of the submissions to the journal. The special issue was also open for external submissions.

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Section: Introductionmentioning

confidence: 99%

The relation between coopetition and innovation/entrepreneurship

2017

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“…Research and development Empirical Czakon [34] 2009 SME relationships Empirical Gnyawali and Park [35] 2009 SME technological innovations Conceptual Gueguen [36] 2009 Information technology sector Empirical Mione [37] 2009 Institutional standards development Empirical Nadin [38] 2009 Automotive industry Empirical Ritala and Hurmelinna-aukkanen [39] 2009 Research and development Conceptual Robert et al [40] 2009 SME relationships Empirical Tidström [41] 2009 Business networks Empirical Watanabe et al [42] 2009 Research and development Empirical Wu et al [43] 2009 Supply chain management Empirical Kovács and Spens [44] 2010 Relief supply chain management Conceptual Wilhelm [45] 2011 Supply chain relations Empirical Akdogan and Cingšz [46] 2012 Small and medium sized businesses Empirical Dahl [47] 2013 Industrial marketing Empirical Tidström [48] 2013 Industrial marketing Empirical Achcaoucaou et al [49] 2014 Knowledge sharing Empirical Karhu et al [50] 2014 Mobile ecosystems Empirical…”

Section: Authorsmentioning

confidence: 99%

A Game-Theoretic Model to Analyze Value Creation with Simultaneous Cooperation and Competition of Supply Chain Partners

Kafi

Ghomi

2014

Mathematical Problems in Engineering

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There is a rising trend in supplying chain management to employ simultaneous cooperation and competition (coopetition) among supply chain partners as an efficient strategy to create value. There exist, however, few models which analyze coopetitive situations mathematically. Cooperative game theory is the common tool in analyzing cooperative situations. However, the term “cooperative” in “cooperative game theory” is absolutely misleading since it ultimately leads to competition analysis and ignores the internal structure of the cooperation. Coopetition, however, results in structural transformations in players. Therefore, we require a mathematical modeling approach which takes into account the internal structural changes due to cooperation among competitors. In so doing, in this paper we propose, we assume that those parameters of each firm’s profit function are subject to transformation by cooperation as a function of cooperation level so as to determine the right level of cooperation and production of firms while considering technical cooperation between them. Furthermore, we demonstrate the results of applying the idea to a supply chain situation where two similar suppliers participate. We conclude that under intuitive conditions coopetition strategy is superior to the pure competitive relationship between the suppliers in terms of profitability which validates the previous empirical results mathematically.

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“…As today the global environment has been changing dramatically and the firms face many new challenges daily. There are lots of competitive pressures and risks which prevent the businesses to achieve their goals (Akdogan & Cingoz, 2012). Environmental scanning as one of the important components of strategic planning process has received importance to explore new opportunities and to identify threats for making important strategic decision.…”

Section: External Environment Analysismentioning

confidence: 99%

Strategic Planning and Reality of External Environment of Organizations in Contemporary Business Environments

Khan¹,

Khalique²

2014

BMS

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Strategic planning plays an important and key role in the success and survival of all kinds of business organizations. More specifically in the small and medium enterprises which are considered as the back bone of any economy in the present world. Though in current complex world the strategic planning is essential for any organization success in business arenas but the research from the perspective of constituent components of strategic planning is just at the starting point today. Similarly the research from strategic planning perspective in developing countries is very limited. Thus the literature of strategic planning at present is demanding more empirical studies to be conducted and more specifically in the context of small and medium enterprises of developing countries.

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An Empirical Study on Determining the Attitudes of Small and Medium Sized Businesses (SMEs) Related to Coopetition

Cited by 24 publications

References 11 publications

The relation between coopetition and innovation/entrepreneurship

The relation between coopetition and innovation/entrepreneurship

A Game-Theoretic Model to Analyze Value Creation with Simultaneous Cooperation and Competition of Supply Chain Partners

Strategic Planning and Reality of External Environment of Organizations in Contemporary Business Environments

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