Co-opetition between giants: Collaboration with competitors for technological innovation

Gnyawalị, Devi R.; Park, Byoungjin

doi:10.1016/j.respol.2011.01.009

Cited by 779 publications

(933 citation statements)

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“…More broadly, it has often been emphasized that competitive and collaborative forces intersect in today's R&D environment (Chesbrough, 2003;Gnyawali & Park, 2011). We uncover an unexplored intersection of collaboration and competition.…”

Section: Effects Of Inventor Mobilitymentioning

confidence: 94%

Knowing Me, Knowing You: Inventor Mobility and the Formation of Technology-oriented Alliances

Wagner

Goossen

2018

AMJ

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. All rights reserved. This document may be distributed for free -electronically or in print -in the same formats as it is available on the website of the ESMT (www.esmt.org) for non-commercial purposes. It is not allowed to produce any derivates of it without the written permission of ESMT. Terms of use: Documents inFind more ESMT working papers at ESMT faculty publications, SSRN, RePEc, and EconStor. We link the hiring of R&D scientists from industry competitors to the subsequent formation of collaborative agreements, namely technology-oriented alliances. By transferring technological knowledge as well as cognitive elements to the hiring firm, mobile inventors foster the alignment of decision frames applied by potential alliance partners in the process of alliance formation thereby making collaboration more likely. Using data on inventor mobility and alliance formation amongst 42 global pharmaceutical firms over 16 years, we show that inventor mobility is positively associated with the likelihood of alliance formation in periods following inventor movements. This relationship becomes more pronounced if mobile employees bring additional knowledge about their prior firm's technological capabilities and for alliances aimed at technology development rather than for agreements related to technology transfer. It is weakened, however, if the focal firm is already familiar with the competitor's technological capabilities. By revealing these relationships, our study contributes to research on alliance formation, employee mobility, and organizational frames.

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Section: Effects Of Inventor Mobilitymentioning

confidence: 94%

Knowing Me, Knowing You: Inventor Mobility and the Formation of Technology-oriented Alliances

Wagner

Goossen

2018

AMJ

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“…These include overlap avoidance (Khamseh and Jolly 2014), knowledge protection (Haeussler et al 2012), and development of common objectives (Martinelli and Sparks 2003). Gnyawali and Park (2011) note that multifaceted dealings between Sony and Samsung illustrate a coopetitive relationship that is based on complementary R&D and manufacturing skills.…”

Section: Complementaritymentioning

confidence: 99%

Modeling Simultaneous Cooperation and Competition Among Enterprises

Pant

2018

Bus Inf Syst Eng

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Coopetition (simultaneous cooperation and competition) between organizations has emerged as a prominent and critical industrial practice that allows organizations to increase combined welfare through cooperation while maximizing individual gains through competition. The formulation and enactment of such an organizational strategy entails designing and operating information systems that maximize benefits while minimizing costs from concomitant cooperation and competition. Coopetition raises new concerns and considerations about the design of data, processes, and interfaces of information systems. Analyzing coopetition can be challenging since cooperation and competition are paradoxical social behaviors that are undergirded by contradictory logics, hypotheses, and assumptions. Therefore, the ability of decision-makers to represent and reason about coopetition in a structured and systematic manner can be beneficial as it can support their efforts to co-design organizational strategies and information systems. This paper presents insights about the initial stages of an exploratory research project that is focused on the development of a modeling framework to support representation and reasoning of interorganizational coopetitive strategies. The objectives of this paper are to outline the goals of this research project which include: (1) identifying the primary characteristics for modeling and analyzing coopetitive relationships, as well as (2) proposing artefacts for expressing and evaluating these relationships.

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“…Third, for the coopetition strategy to provide better results, there must be a balance between competition and cooperation (Gnyawali & Park, 2011). However, depending on the actors and the environment, one strategy will prevail.…”

Section: Final Considerationsmentioning

confidence: 99%

Coopetition Strategies in the Brazilian Higher Education

Dal-Soto

Monticelli

2017

Rev. adm. empres.

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Coopetition is a relationship strategy between firms or institutions that compete and cooperate simultaneously in different areas. Coopetition occurs in several inter-organizational arrangements. This article establishes theoretical propositions about coopetition strategies based on the Consortium of Community Universities in the South of Brazil (Consórcio das Universidades Comunitárias Gaúchas -Comung), which is formed of 15 higher education institutions (HEIs) located in the South of Brazil. This article investigates a single case with multiple analysis units conducted through in loco interviews with the President of the Comung and the managers of the HEIs, along with secondary data. The results indicate that coopetition has been used as a mechanism for market protection and to gain access to unavailable resources individually from the dynamic interactions between the Comung HEIs.KEYWORDS | Coopetition, competition, cooperation, higher education, Comung. RESUMO A coopetição é uma estratégia de relacionamento entre empresas ou instituições que competem e cooperam simultaneamente, porém em áreas distintas, que se evidencia em diversos arranjos interorganizacionais. Logo, o objetivo deste artigo é gerar proposições teóricas sobre estratégias de coopetição com base no Consórcio das Universidades Comunitárias Gaúchas (Comung), composto por 15 Instituições de Educação Superior (IES), localizado no sul do Brasil. Trata-se de uma investigação de um caso único com múltiplas unidades de análise, realizado por meio de entrevistas in loco com o Presidente do Consórcio e os gestores das IES pesquisadas, além de dados secundários. Os resultados mostram que a coopetição tem sido utilizada como mecanismo de proteção de mercado e acesso a recursos indisponíveis individualmente, de acordo com as interações dinâmicas entre as IES que integram o Comung. PALAVRAS-CHAVE | RAE-Revista de Administração de Empresas | FGV EAESP

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Co-opetition between giants: Collaboration with competitors for technological innovation

Cited by 779 publications

References 44 publications

Knowing Me, Knowing You: Inventor Mobility and the Formation of Technology-oriented Alliances

Knowing Me, Knowing You: Inventor Mobility and the Formation of Technology-oriented Alliances

Modeling Simultaneous Cooperation and Competition Among Enterprises

Coopetition Strategies in the Brazilian Higher Education

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