Antecedents of coopetition in small and medium-sized hospitality firms

Kallmuenzer, Andreas; Zach, F.; Wachter, Theresa; Kraus, Sascha; Salner, Patrick

doi:10.1016/j.ijhm.2021.103076

Cited by 19 publications

(13 citation statements)

References 76 publications

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“…Coopetition strategy has proved to stimulate service innovation through the moderating role of coopetition recognition (Wang and Chen, 2021) and to improve the exploration, access, leverage, and exploitation of resources across firm (Kallmuenzer et al, 2021). The attraction of tourism coopetition lies in the commitment to achieve excellent performance through high cooperation in a highly competitive environment.…”

Section: Tourism Coopetition and Performancementioning

confidence: 99%

“…Previous researches have established that the effect of coopetition on performance is the significant strategy in the tourism industry on economic, financial, and market performance (Oum et al, 2004 ; Lemmetyinen and Go, 2009 ; Della Corte and Aria, 2016 ; Crick et al, 2021 ; Le Roy et al, 2022 ). Coopetition strategy has proved to stimulate service innovation through the moderating role of coopetition recognition (Wang and Chen, 2021 ) and to improve the exploration, access, leverage, and exploitation of resources across firm (Kallmuenzer et al, 2021 ). The attraction of tourism coopetition lies in the commitment to achieve excellent performance through high cooperation in a highly competitive environment.…”

Section: Literature Reviewmentioning

confidence: 99%

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Horizontal Tourism Coopetition Strategy for Marketing Performance – Evidence From Theme Parks

2022

Front. Psychol.

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Unprecedentedly impacted by COVID-19, tourism enterprises are pushed to adopt new strategic management to cope with the changes in tourists' consumer perception for sustainable development, such as corporate and compete simultaneously with their competitors. Our study aims to investigate the intermediate role of coopetition, including the three dimensions of resource similarity, market commonality, and willingness to cooperate in the marketing and performance relationships. Primary data on 360 observers were collectedviaquestionnaire distribution to theme park managers in China with 85.3% accuracy in response rate. Structural equation modeling (SEM) was used to verify the intermediate effect of coopetition on marketing performance in tourism enterprises. The results of SEM indicate (1) the intermediate role of tourism coopetition, including the three dimensions existing in the relationship between tourism marketing and performance, (2) more significant positive impact on non-financial performance than that on financial performance, and (3) the mechanism of implementing coopetition. This study gives supportive evidence for tourism enterprises to implement coopetition and highlights the implications for appropriately developing coopetition strategies and tactics to achieve the synergy effect for the individual enterprises and the spillover effect for the destination regarding policy-making, mindset, and partner selection.

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Section: Tourism Coopetition and Performancementioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Horizontal Tourism Coopetition Strategy for Marketing Performance – Evidence From Theme Parks

2022

Front. Psychol.

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“…It involves the collaboration of independent companies, even when they compete around broader business activities to combine resources and capabilities (Bengtsson and Kock, 2014;Raza-Ullah et al, 2014). SMEs are more likely to coopete with other SMEs if they can reduce their costs, learn from each other and are located in the same geographical area (Chiambaretto et al, 2020;Kallmuenzer et al, 2021;Madhavan et al, 2004). However, research on coopetition in talent management is scarce (Van den Broek et al, 2018), and the extant literature offers limited insights into the applicability of common talent strategies and practices to SMEs, particularly in the hospitality industry.…”

Section: Introductionmentioning

confidence: 99%

Beyond competing for talent: an integrative framework for coopetition in talent management in SMEs

Jooss

Lenz

Burbach

2022

IJCHM

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Purpose This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic. Design/methodology/approach This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory. Findings The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent. Practical implications Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts and potential inhibitors must be analysed and managed. Originality/value This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open-systems perspective, the authors develop an integrative framework for coopetition in talent management in SMEs encompassing input, process and output components. The authors reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open-system principles.

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“…Therefore, research increasingly mobilises cognitive factors to get more meaningful insights (Sonenshein et al. , 2017), including social (Kallmuenzer et al. , 2021) and ideological drivers of dynamics between competitors (Jarzabkowski and Bednarek, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…However, it is difficult to explain strategic actions and performance without involving behavioural factors (Powell et al, 2011). Therefore, research increasingly mobilises cognitive factors to get more meaningful insights (Sonenshein et al, 2017), including social (Kallmuenzer et al, 2021) and ideological drivers of dynamics between competitors (Jarzabkowski and Bednarek, 2018). However, extant research focuses predominantly on the role of those drivers in achieving the goals of the focal firm on a "give and take" basis (Gast et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Interorganisational citizenship behaviours: development and validation of a measurement scale in South African craft breweries

Brits

Czakon²,

Volschenk³

et al. 2022

BFJ

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PurposeCitizenship behaviours are used in organisation studies to explain their effectiveness and to capture the role of unsolicited, extra-role behaviours. Recent extensions towards the interorganisational context provide evidence that Interorganisational Citizenship Behaviours (ICBs) are important in facilitating supply chain operations and cluster innovation activities. This study took stock of citizenship behaviours literature within and among organisations, in order to develop and validate a measurement scale for ICBs useful in the food industry and beyond.Design/methodology/approachDeparting from a literature driven 10-dimensional construct, Th authors proceeded with validating our scale in the South African craft brewing industry. The authors ran a face validation, followed by confirmatory and exploratory factor analyses on a sample of 108 expert informants. The authors ran nomological tests through correlation and regression analysis. Finally, logical analysis was done to ensure the theoretical integrity of the mathematical indications.FindingsThe authors found support that the model consisting of interorganisational magnanimity, interorganisational advancement and interorganisational constructiveness, is relevant for value creation within coopetitive networks. The purified scale included three psychometrically distinct ICBs dimensions, measured by 31 items.Practical implicationsManagers can benefit from adequately identifying ICB in their environment, and among their competitors in particular. The study’s measurement scale offers a useful tool for an initial monitoring of firms in their competitive environment.Originality/valueThe authors extended and advanced prior research on the ICB construct by providing a rigorously validated, parsimonious measurement scale of ICBs. The authors bridged the ICB and coopetition literature to better understand spontaneous extra-role coopetitive network facilitating behaviours.

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Antecedents of coopetition in small and medium-sized hospitality firms

Cited by 19 publications

References 76 publications

Horizontal Tourism Coopetition Strategy for Marketing Performance – Evidence From Theme Parks

Horizontal Tourism Coopetition Strategy for Marketing Performance – Evidence From Theme Parks

Beyond competing for talent: an integrative framework for coopetition in talent management in SMEs

Interorganisational citizenship behaviours: development and validation of a measurement scale in South African craft breweries

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