Competition, Cooperation, and the Search for Economic Rents: A Syncretic Model

Lado, Augustine A.; Boyd, Nancy G.; Hanlon, Susan C.

doi:10.2307/259226

Cited by 398 publications

(513 citation statements)

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“…Finally, if the resource interdependency is weak, firms are more inclined to compete (Henderson & Mitchell, 1997). It becomes more important to develop distinctive competitive advantages over other firms (Lado, Boyd, & Hanlon, 1997).…”

Section: Contextual Factors Behind the Coopetition Paradox's Materialmentioning

confidence: 99%

The coopetition paradox and tension in coopetition at multiple levels

Raza-Ullah

Bengtsson

Kock

2014

Industrial Marketing Management

344

348

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This article explores the nature of the paradox inherent in coopetition; that is, the simultaneous pursuit of cooperation and competition between firms, and emanating tensions that develop at individual, organizational, and inter-organizational levels. We dissect the anatomy of the coopetition paradox to discover how it materializes by creating an external boundary (i.e., via unifying forces) and internal boundaries (i.e., via divergent forces). After explaining the coopetition paradox, we distinguish tension from paradox and submit that tension comprises both positive and negative emotions simultaneously, also known as emotional ambivalence. Finally, we recognize that emotional ambivalence in coopetition prevails at different levels, and vary in its level of intensity and persistency in relation to different contexts. We employ illustrative cases to ground our propositions empirically. This article provides understanding on concepts, expects to incite fruitful dialogue, and fuels further studies on inter-firm paradoxes.

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Section: Contextual Factors Behind the Coopetition Paradox's Materialmentioning

confidence: 99%

The coopetition paradox and tension in coopetition at multiple levels

Raza-Ullah

Bengtsson

Kock

2014

Industrial Marketing Management

344

348

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“…Instead, top management teams should understand and communicate to organizational members that cooperation and competition can exist simultaneously, and both can contribute to achieving organizational goals. Lado, Boyd and Hanlon (1997) point out that the top management team's posture in promoting or discouraging co-opetive behaviors clearly affects the firm's ability to participate in co-opetive relationships. Overall, co-opetition potentially can lead to competitive advantages if it is designed in such a way that its negatives are minimized or avoided altogether.…”

Section: Co-opetitionmentioning

confidence: 99%

Research on Competitive Dynamics: Recent Accomplishments and Future Challenges

Ketchen

Snow

Hoover

2004

Journal of Management

251

201

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Understanding the nature and consequences of the competitive dynamics among firms is a key objective of the strategic management field. We review recent developments in six research streams relevant to competitive dynamics: competitive action and response, first-mover advantage, co-opetition, multipoint competition, strategic groups, and regional clusters. As a first step toward filling gaps in knowledge identified in our review, we provide suggestions for future inquiry within each research stream. We also describe opportunities for conceptual integration across the streams that could significantly advance the understanding of competitive dynamics. © 2004 Elsevier Inc. All rights reserved.

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“…36 These benefi ts and cooperative strategy, according to neo-classical theory, hamper competition -without which the network relationship cannot be effective. According to Lado et al , 64 a longer cooperative relationship can turn into ' group thinking ' , which may hamper creativity and innovation efforts. Moreover, politically induced cooperation (as in the case of AWPK) is artifi cially established.…”

Section: Cooperationmentioning

confidence: 99%