Co-opetition, corporate responsibility and sustainability: why multi-dimensional constructs matter

Kumar, Amit; Connell, Julia; Bhattacharyya, Asit

doi:10.1108/srj-08-2021-0335

Cited by 4 publications

(5 citation statements)

References 60 publications

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“…For example, this study advances our understanding of coopetition in CRS by providing evidence that coopetition in CRS positively affects firm performance. Secondly, in response to another call IJEBR 30,1 for research to explore the measures of stakeholder attributes (such as effective power and legitimate stake) as well as quantitatively examine their roles in coopetition (Kumar et al, 2023;Akpinar and Vincze, 2016), a new empirical measure for effective power and legitimate stake is proposed. Prioritizing stakeholder attributes is critical for managers managing coopetitive projects and partnerships.…”

Section: Contributionmentioning

confidence: 99%

“…Concordantly, other researchers have claimed a broader perspective that includes both financial and non-financial dimensions (Adams et al, 2016). However, non-financial performance outcomes, such as social performance, tend to be overlooked in inter-firm coopetition research (Kumar et al, 2020(Kumar et al, , 2023Luo et al, 2007). It nuances our research purpose to investigate the relationship concerning coopetition in CRS and stakeholder relational attributes with both firm's financial and social performance.…”

Section: Introductionmentioning

confidence: 95%

“…, 2016). However, non-financial performance outcomes, such as social performance, tend to be overlooked in inter-firm coopetition research (Kumar et al ., 2020, 2023; Luo et al. , 2007).…”

Section: Introductionmentioning

confidence: 99%

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Coopetition for corporate responsibility and sustainability: does it influence firm performance?

Bouncken,

Kumar,

Connell

et al. 2023

IJEBR

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PurposeCorporate responsibility and sustainability (CRS) have emerged as an important topic today. At the same time, alliances and coopetition arrangements, as vehicles for inter-firm collaboration have been shown to support firm performance. Still, there has been a lack of research into how coopetition (collaboration with competing firms) in this area may support firm performance.Design/methodology/approachThis study aims to untangle the relationship between coopetition arrangements including CRS and firm performance. The model permits garnering social performance, which is a key to CRS, and to move beyond the traditional view of the coopetition–firm–economic–performance relationship. This study is based on a survey and primary data from 215 firms in Australia. This study uses multiple indicators for the concepts. Relationships are estimated by multiple regression analyses.FindingsUsing survey data from 215 firms in Australia, the research findings confirm that coopetition in CRS can lead to improved firm performance, both in relation to financial and social performances. However, the association between coopetition in CRS and financial performance loses its significance when social performances is introduced as an additional control variable. Further, stakeholder attributes (i.e., effective power and legitimate stake) moderate the relationship between coopetition in CRS and firm financial performance. However, there was no evidence of moderation for the coopetition in CRS – firm social performance relationship.Research limitations/implicationsThis study contributes to both coopetition and corporate social responsibility research. This study demonstrates that improved firm performance may be achieved through the promotion of CRS initiatives when a coopetitive approach is adopted, particularly where an understanding of stakeholder attributes is also evident. Firms do not need to shoulder corporate social responsibility alone. They need to find well-fitting partners. There are new ways to improve sustainability in terms of nature and human relationships.Practical implicationsFirms do not need to shoulder Corporate Social Responsibility (CSR) alone. They need to find well-fitting partners.Originality/valueThis study provides very novel insights by having integrated the literature on coopetition, corporate social responsibility and sustainability resulting in a new conceptual framework that combines coopetition in CRS and performance. The new conceptual framework has both practical and research implications for coopetition in CRS and firm performance.

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Section: Contributionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 95%

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Coopetition for corporate responsibility and sustainability: does it influence firm performance?

Bouncken,

Kumar,

Connell

et al. 2023

IJEBR

Self Cite

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“…Open innovations taking the form of outside-in (e.g., crowdsourcing) and inside-out (e.g., knowledge sharing in the form of coopetition) strategies are such a tool of the entrepreneurial and innovative trend [77]. Therefore, the changing model of organization development based on the global network caused a change in the value chain of many organizations and resulted in the expansion of the channels of knowledge inflows and outflows [78][79][80]. Coopetition in the energy sector may seem particularly interesting, mainly due to the fact that it is a sector: (a) regulated and (b) composed of a relatively limited number of market players in individual countries, which is confirmed in the following parts of this study.…”

Section: Conceptual Distinguishing Features Of the Research Approachmentioning

confidence: 99%

Strategies of European Energy Producers: Directions of Evolution

Niemczyk

Sus²,

Bielińska–Dusza

et al. 2022

Energies

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The article presents an innovative method of analyzing energy companies’ strategies, which aims to identify the strategic orientation of the entities subject to the research and, thus, to initially define the directions of strategic changes in the analyzed sector. The aim of the research, the results of which were used in this publication, was to identify the features of energy sector companies’ strategies in the European Union in the period of sector transformation caused by the new climate policy. The analysis area is the energy sector, i.e., the sector whose fundamental strategic goal is energy production. The research used a critical analysis of the subject literature and desk research method with the use of the researchers’ own analytical equipment, developed for the needs of this analysis. It was assumed in the conducted research that the primary source of information in the empirical study, the information subject to subsequent analysis, was the analysis of official documents (strategies, financial reports, etc.) posted on the websites of the surveyed corporations. The research results indicate the dominance of the resource-based approach in implementing strategic postulates of the surveyed companies. Nevertheless, the operational activity focuses on the implementation of innovative solutions towards decarbonization and climate neutrality.

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“…Competitiveness determines the capacity to expand into new markets, exceed other players in the market, attract investment and outperform rivals (Falciola et al, 2020). This competitive pressure has shifted attention even further towards CSR and sustainable value creation, raising the question of whether doing so can simultaneously boost competitiveness and sustainability performance (Kumar et al, 2023(Kumar et al, , 2021Chu et al, 2018). The field of CSR as it stands today includes a richness of theoretical linkages (Frynas and Yamahaki, 2016;Garriga and Mel e, 2004), approaches and terminological preferences.…”

Section: Introductionmentioning

confidence: 99%

A corporate social responsibility (CSR)-led competitiveness framework through a bibliometric analysis (2001–2023)

Kumar,

Snehvrat,

Kumari

et al. 2024

JABS

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Purpose Corporate social responsibility (CSR) is viewed as a differentiating strategy that wins over stakeholders’ confidence. Due to the potential strategic and positive effects on businesses, the study of CSR and its relationship to competitiveness has gained relevance. While studies have examined the impact of CSR activities on firm competitiveness, the findings so far remain contradictory. Further research on the underlying processes/mechanisms that explain how CSR contributes to competitiveness remains scarce. Accordingly, this study aims to look into the link between CSR and competitiveness with a focus on Asian business and management studies. Design/methodology/approach By using a bibliometric approach, this paper aims to provide a review of the state-of-the-art research on the linkage between CSR and competitiveness in Asian context. The sample for this research included all 538 studies from the period of 2001–2023 in the Scopus database. A bibliometric study included both co-occurrence and co-citation analysis. Findings The study’s findings made significant contributions by identifying seven distinct clusters of co-occurrences. Using co-citation, three journals-based co-citation clusters and another three authors-based co-citation clusters are identified. The findings show how processes/mechanisms such as – accountability, multi-stakeholder dialogue/engagement, resource generation, emphasizing sustainable development goals and emerging markets, redefining strategy, cultivating value/vision and CSR leadership – are increasing in importance. Practical implications Overall, the authors argue that CSR-led competitiveness is indeed one of the key drivers for improved sustainability performance of a firm. Originality/value Based on findings, a conceptual framework has been proposed highlighting different processes and mechanisms that influence the CSR-led competitiveness – outcomes relationship.

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Co-opetition, corporate responsibility and sustainability: why multi-dimensional constructs matter

Cited by 4 publications

References 60 publications

Coopetition for corporate responsibility and sustainability: does it influence firm performance?

Coopetition for corporate responsibility and sustainability: does it influence firm performance?

Strategies of European Energy Producers: Directions of Evolution

A corporate social responsibility (CSR)-led competitiveness framework through a bibliometric analysis (2001–2023)

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