Coopetition and trust: What we know, where to go next

Lascaux, Alexander

doi:10.1016/j.indmarman.2019.05.015

Cited by 74 publications

(58 citation statements)

References 184 publications

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“…Academics might agree that medium-sized firms can not compete with large sized firms even with having maximum capital €43 million. Kuhn (1962) described puzzle-solving in his work. Competitive approach increases repeated works in which is simply a puzzle-solving (e.g., Czakon et al, 2020;Estrada & Dong, 2020;Knein et al, 2019;Lascaux, 2020).…”

Section: Micro Small or Medium-sized Enterprise (Sme)mentioning

confidence: 99%

An Inquiry into the Management Theory: Introducing Cooperative Advantage

Kayak

2020

Preprint

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Although scientists and philosophers have debated epistemological questions since the time of Plato and Aristotle, the term Epistemology is not usually noticed in management research as mentioned in the literature by Johnson and Duberley in 2000. However, epistemology is still not usually noticed in management research. The most commonly known epistemological approaches are interpretative and positivism. The purpose of this study is to introduce a cooperative advantage model in management by addressing epistemology. The study focuses on how competitive advantage damage humankind. The study also figures out whether Management is Science or Not. The study findings show that management in fact is science and philosophy however scholars of the 20th and 21st century have made management just a discipline based on the puzzle-solving approach introduced by Thomas Kuhn in 1962. I sincerely hope the scientific community to pay attention to this research.

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Section: Micro Small or Medium-sized Enterprise (Sme)mentioning

confidence: 99%

An Inquiry into the Management Theory: Introducing Cooperative Advantage

Kayak

2020

Preprint

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“…A coopetição individual pode ocorrer tanto na relação entre indivíduos de empresas rivais que montam projetos cooperativos, quanto nas interações entre funcionários da mesma empresa, se esta (Lascaux, 2019). Recentemente algumas pesquisas sobre co-opetição se voltaram para o nível de análise individual, no entanto, as pesquisas neste sentido ainda são bastante restritas .…”

Section: Revisão Da Literatura E Hipóteses Da Pesquisaunclassified

“…Por esse motivo, ao envolver-se em um projeto coopetitivo, os indivíduos tendem a se deparar com expectativas contraditórias, ter que responder a demandas conflitantes e ter sua lealdade dividida (Lascaux, 2019). Para gerir tais tensões coopetitivas (de competição e cooperação) dois princípios fundamentais distintos vêm sendo defendidos na literatura: o princípio da separação (Bengtsson & Kock, 2000) e o princípio da integração (Chen, 2008;Das & Teng, 2000;Oshri & Weber, 2006).…”

Section: Introductionunclassified

“…Estudos recentes tem evidenciado a importância da integração do paradoxo coopetitivo no nível individual (Ritala & Hurmelinna-Laukkanen, 2009;Raza-Ullah, Bengtsson & Kock, 2014;Tidström, 2014;Näsholm & Bengtsson, 2014;Bez, Fernandez, Le Roy & Dameron, 2015;Gnyawali, Madhavan, He, & Bengtsson, 2016;Lascaux, 2019), embora algumas destas pesquisas demonstrem que Bengtsson e Kock (2000) estavam em parte corretos, uma vez que nem todos os indivíduos parecem ser capazes de integrar tal dualidade (Walley, 2007;Bez et al, 2015). Por outro lado, os gestores que conseguem definir limites claros de competição e cooperação, possuem maior assertividade na determinação da estrutura posterior de coopetição (Luo, 2007), e são capazes de identificar oportunidades oriundas da relação coopetitiva (Gnyawali & Park, 2009).…”

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Traços de Personalidade como Antecedentes da Coopetição Individual entre Pós-Graduandos da área de Negócios

Schäfer

Bortoluzzi

Lunkes

2020

BASE

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Human aspects are at the center of the relational process between organizations. Thus, this study aims to analyze, based on the HEXACO model of personality traits, which characteristics of business individuals influence coopetition. The research is characterized as descriptive, with quantitative approach. The research data were obtained by applying a questionnaire to the stricto sensu postgraduate students of the business area (business, accounting and economics courses) of Brazilian Federal Universities. A total of 170 students returned the questionnaire with valid answers. Through the results, it was found that only the personality trait called conscientiousness, which includes characteristics such as organization and discipline, seems to be related to coopetition. Thus, individuals with this characteristic tend to perform well activities that comprise cooperation and competition simultaneously. On the other hand, extroverts tend to prioritize cooperation over competition, which can bring negative results to units or companies in coopetitive relationships.

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“…Despite extensive research on this topic, however, much coopetition research has been limited in terms of research contexts. According to the recent systematic review by coopetition scholars (e.g., Devece, Ribeiro-Soriano, & Palacios-Marqués, 2019;Lascaux, 2020), coopetition has been limited in exploring a greater variety of firms, which leads to less understanding of the coopetition in the wider context of entrepreneurship (e.g., family firms, start-ups or small and medium-sized enterprise). One of the foremost studies in the field of coopetition is that of the coopetition behavior of family firms.…”

Section: Introductionmentioning

confidence: 99%

Family Firms Can Perform Better by Overcoming Strategic Unwillingness: Implications of “Familiness” for Coopetition Strategy

Lee

2021

JBAR

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This study discusses the primary characteristics of family firms in implementing strategic decisions and the fundamental nature of coopetition. In this context, we provide a rather ironic perspective that has not been discussed in prior studies. Family firms prioritize the preservation of socioemotional wealth rather than seeking economic benefits when making strategic choices, explaining their unwillingness to engage in coopetition strategies. However, these strategic features enable family firms to implement coopetition strategies more successfully than other types of firms. This is because they demonstrate a lower risk of opportunistic behavior, driven by the pursuit of self-interest rather than collective benefits. This study provides valuable insights and implications by associating the unique characteristics of family firms in implementing strategic decisions with the likelihood and stability of coopetition.

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Coopetition and trust: What we know, where to go next

Cited by 74 publications

References 184 publications

An Inquiry into the Management Theory: Introducing Cooperative Advantage

An Inquiry into the Management Theory: Introducing Cooperative Advantage

Traços de Personalidade como Antecedentes da Coopetição Individual entre Pós-Graduandos da área de Negócios

Family Firms Can Perform Better by Overcoming Strategic Unwillingness: Implications of “Familiness” for Coopetition Strategy

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