Benefits and Drawbacks of Coopetition: The Roles of Scope and Durability in Coopetitive Relationships

Abstract

Abstract:The growing importance of cooperative relationships may currently be observed throughout the world. The vast majority of such relationships take the form of coopetition, i.e., the simultaneous existence of cooperation and competition between competitors. Previous research on coopetition characterizes these relationships mostly in the context of the benefits achieved. Researchers emphasize a number of benefits resulting from coopetition, e.g., stimulation of innovations of partners, development of the technology, obtaining complementary resources, entering new markets, or creating new products. However, when deciding to begin coopetition, companies should not only consider the benefits, but also the drawbacks associated with such relationships. This is due to the fact that disadvantages are inherent features of coopetitive relationships between competitors. The relationship between the duration of cooperative relationships in particular areas and the benefits and costs associated with these relationships is scarcely researched. Using a sample of 210 companies operating in the high-tech sector in Poland, we aimed to cover this gap in the knowledge base and to analyze this aspect of coopetition. Several research methods including multidimensional correspondence analysis, correlation analysis of qualitative variables, a chi-square test, multi-table analysis, and association rules were applied. The results of our research showed that coopetition is a viable strategy which contributes to the sustainable development of firms. We also found that the duration of coopetitive relationships in different areas of company activity is related to different types of benefits to collaboration partners.

Theoretical aspects of regional sustainable development in the EU and Ukraine

“…Further integration into the European community requires the development and implementation of effective mechanisms of cooperation between the state, business and communities. According to experts, coopetition is rapidly becoming a key success factor for operating in the contemporary world [23]. Given the European experience of using the concept of social responsibility for regional balanced development, the main priorities are responsible production, responsible investment and responsible consumption (Fig.…”

What Makes Coopetition Successful? An Inter-Organizational Side Analysis on Coopetition Critical Success Factors in Oil and Gas Distribution Networks

“…However, there are threats and risks related to coopetitive interactions in business networks. The nature of coopetition, comprising a competitive dimension alongside the cooperative one, may increase the opportunistic behaviour of the companies involved [48], may determine leakage of information or other intangible assets [49], or may narrow the opportunities for cooperation with others [50]. Other scholars highlight the above-average costs of coopetition [51], and the high expenses related to alliance management or time costs [52].…”

“…Other scholars highlight the above-average costs of coopetition [51], and the high expenses related to alliance management or time costs [52]. As a consequence, the coopetitive relationship may become a liability for partners' survival [50].…”

Horizontal Versus Vertical Coopetition: The Tunisian Manufacturing Industry

“…In fact, the coopetition strategy is becoming the strategic standard and the only option for ensuring the survival and sustainable development of businesses in most sectors (Cygler et al, 2018). However, companies differ in their choice of coopetition.…”

“…Indeed, the literature admits the existence of two main types of factors that may explain the use of coopetition strategies. External factors refer in particular to shorter product life cycles, industrial concentration, sectoral maturity, environmental uncertainty (Gnyawali & Park, 2009;Sanou, 2012;Chiambaretto & Fernandez, 2016;Cygler et al, 2018). However, internal factors revolve around the need for strategic resources (Bengtson & Kock, 1999;Dagnino et al, 2007;).…”