Coopetitive networks, knowledge acquisition and maritime logistics value

Abstract

Knowledge acquisition may help maritime operators to maximise maritime logistic value. The operators can acquire knowledge through being embedded in a coopetitive (viz. mixture of cooperation and competition) network. This paper aims to examine how effectively maritime logistics operators coordinate the inter-organisational coopetitive relationships in order to acquire knowledge. The paper also diagnoses the effectiveness of the acquired knowledge on the improvement of maritime logistics value. A theoretical framework is established to show the relationships among factors and is empirically examined through both an explorative interview method and a Delphi survey analysis. The findings show that (i) a high level of cooperation in a coopetitive network facilitates knowledge acquisition, (ii) competition in the network has, to some extent, promoted the positive impact of the cooperation on knowledge acquisition, and (iii) the acquired knowledge has a positive influence on the improvement of maritime logistics value.

Knowledge Acquisition in the Global Strategic Alliance Network

“…This finding ensures that shipping companies could share more knowledge by directly and indirectly establishing a lot of cooperative alliance relations; and they also acquire more knowledge through keeping close partnerships with the cooperating partners by staying in frequent contact and further developing mutual trusts with each other. This result is consistent with the existing contentions (Uzzi, 1997;Rowley et al, 2000;Song and Lee, 2012). This similar result can be thoroughly understood by considering the practices of the Korean shipping industry.…”

“…This finding implies that although the competition per se may harm the vigorous knowledge acquisition of shipping companies from their competitors, the competition could be a strong accelerator to promote knowledge acquisition once the partners exchange knowledge with each other through a higher number of cooperative ties. This result is also in line with existing contentions (Lado et al 1997;Tsai, 2002;Song and Lee, 2012). This would be possible in the shipping industry, as seen in the earlier part of this paper, because competition would stimulate a shipping firm's desire to acquire valuable knowledge from their partners, and therefore the firm would be more enthusiastic about acquiring knowledge from their competitors in order to win over the competitors.…”

“…As a result, the companies cannot completely protect their skills or know-how, but rather, they may need to inevitably share their knowledge as much as they want to get others firms' knowledge. This may further facilitate the more vigorous knowledge sharing between competitors within a cooperative alliance network (Tsai, 2002;Song and Lee 2012).…”

“…service flexibility, responsiveness and reliability, and organizational innovation (Song and Lee, 2012;Wu and Chou, 2007;Esper et al, 2007;Christensen et al, 2005). A strategic alliance network established between shipping companies may facilitate a greater degree of knowledge sharing between cooperating partners because it could provide many chances to get valuable knowledge and resources, and therefore facilitate the more opportunities for cooperating firms to share and transfer knowledge with each other (Nahapiet and Ghoshal 1998, Song and Lee, 2012). The knowledge acquisition advantages may vary depending upon a firm's structural and relational position in an alliance network (Rowly et al, 2000; Marouf, 2007).…”

“…In particular, Song and Lee (2012) explored how maritime business operators such as shipping companies, port terminal operators and freight forwarders could acquire more knowledge, and investigated in turn how this knowledge acquisition can help maritime operators improve the value of their services, using a qualitative research method. However, despite the significance of the knowledge acquisition, few studies have yet to empirically investigate, using a quantitative research method, how shipping companies can successfully acquire knowledge from their strategic alliance partners.…”