Behavioral antecedents of coopetition: A synthesis and measurement scale

Abstract

This study taps into managers' perceptions of coopetition antecedents to better understand why firms adopt coopetition. By analyzing and synthesizing findings from systematic reviews of coopetition literature we integrate knowledge on coopetition antecedents. We develop and validate a scale measuring behavioral coopetition antecedents: strategic rationale and coopetition mindset. Based on a random sample of 368 Polish tourism firms, we run exploratory and confirmatory factor analyses to find that antecedents used in coopetition literature converge into two latent, behavioral constructs. Our data substantiate the view that coopetition is an intentional strategy, driven by a strategic rationale. Managers are found to pursue coopetition in order to reach clearly defined benefits with fitting partners. Moreover, three elements are found to converge in the coopetitive mindset latent construct: orientation to cooperation, trust, and experience in coopetition. We contribute to the methodological advancement of measurement instruments with applicability potential in future research examining the behavioral antecedents of coopetition. We also advance the behavioral stream of research in strategy by empirically identifying the connection between rational and behavioral antecedents of firms' coopetitive strategic behavior.

The architecture of coopetition: Strategic intent, ambidextrous managers, and knowledge sharing

“…Additionally, extant research has also overlooked the potential direct relationship between ambidextrous managers and coopetition. In fact, scholars call for (1) clarity on the managerial characteristics in ambidextrous relationships (Felício et al, 2019) and (2) empirical investigation into the nature of managers involved in coopetitive relationships (Czakon et al, 2019). As a response to these calls, our study proposes exploration and exploitation as the ambidextrous skills of managers that are essential to pursue coopetition.…”

The relevance of mixed methods for network analysis in tourism and hospitality research

“…Tourism is a network-based industry par excellence: namely, a domain in which interdependence is essential (Björk & Virtanen, 2005) and collaborative or cooperative practices between different socio-economic actors within a destination are crucial for creating tourism products, services and experiences, and fostering innovation (Bramwell & Sharman, 1999;Czakon et al, 2019;Kylänen & Mariani, 2014;Mariani, 2016;Mariani & Giorgio, 2017;Novelli et al, 2006). Furthermore, networks are at the heart of collective action.…”

Coopetition in healthcare: Heresy or reality? An exploration of felt outcomes at an intra-organizational level

“…Another attempt concerns the behavioral antecedents of coopetition (Czakon et al, 2019), but as suggested, it deals with managerial perceptions explaining why some firms engage in coopetition while others do not, and is not focused on outcomes.…”