Evolution of Competitive Strategies in Global Forestry Industries: Introduction

Lamberg, Juha‐Antti; Ojala, Jari

doi:10.1007/1-4020-4016-4_1

Cited by 14 publications

(16 citation statements)

References 229 publications

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“…Other authors attempted to develop typologies of coopetitive agreements, using various differentiating criteria: Luo (2004Luo ( , 2005 proposes a typology of coopetitive relations with multinational companies based on the intensity of competitive and collaborative relations; Dagnino (2009) proposes two basic coopetition forms -dyandic and network coopetition -depending on the number of organisations involved and their relations; Lamberg, Ojala, and Sajasalo (2007) adopt a coopetition typology based on the analysis of the value-added chain of the forestry industry; Rusko (2011) combines the systems of analysis developed by Lamberg, Ojala, and Sajasalo (2007) and Luo (2004Luo ( , 2005. Gnyawali, Jinyu, and Madhavan (2008) combine the model proposed by Dagnino (2009) with the distinction between vertical and horizontal coopetition (Bengtsson and Kock 1999;Nalebuff 1995, 1996).…”

Section: Coopetition: Definition and Typologymentioning

confidence: 99%

Coopetitive strategies in the ICT sector: typology and stability

Pellegrin‐Boucher

Roy

Gurǎu

2013

Technology Analysis & Strategic Management

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The paradoxical nature of coopetition is determined by a combination of collaboration and competition. Coopetition is a relational mode frequently applied by information and communications technologty (ICT) firms. Using a qualitative approach, this study investigates the evolution of inter-firms coopetitive agreements in the enterprise resource planning (ERP) industry, and on the basis of this data, attempts to discuss coopetition typology and stability in this specific market context. The findings indicate the existence of two main types of coopetitive agreements, coopetitive projects with (i) vertical or (ii) horizontal cooperation between the competing partners. These two coopetition types have different characteristics in terms of purpose, dynamics and stability, presenting a specific balance between competitive tensions and collaboration benefits. The study concludes with a summary of the main findings and with practical propositions directed towards alliance managers.

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Section: Coopetition: Definition and Typologymentioning

confidence: 99%

Coopetitive strategies in the ICT sector: typology and stability

Pellegrin‐Boucher

Roy

Gurǎu

2013

Technology Analysis & Strategic Management

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“…For example, during the 1970s and 1990s, the global paper industry experienced serious down cycles that kept prices at historically low levels, severely impacting earnings (Lamberg et al, 2005) and during the 1980s, Brazil's economy went through a combination of recession and uncontrolled hyperinflation.…”

Section: Outcomes Of Innovation Capability Accumulationmentioning

confidence: 99%

Beyond technological catch-up: An empirical investigation of further innovative capability accumulation outcomes in latecomer firms with evidence from Brazil

Figueiredo

2014

Journal of Engineering and Technology Management

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ABSTRACT. This article examines outcomes that are achieved by latecomer firms from the accumulation of innovative capabilities. Drawing on fieldwork evidence from pulp and paper firms in Brazil (1950Brazil ( -2010, it was found that: (1) the firms accumulated innovative capabilities that turned them into world leaders in the segment of the global pulp and paper industry based on eucalyptus forestry; (2) besides this technological catch-up, the accumulation of these innovative capabilities resulted in outcomes that generated benefits within these firms such as (i) implemented inventive and innovative activities; (ii) consistent improvement of several parameters of operational and environment-related performance; (iii) varied patterns of corporate growth; (3) these outcomes were achieved not only by research-based and patent-related capabilities but mainly by a mix of innovative capability levels, with differing degrees of novelty and complexity for diverse technological functions. Therefore, the accumulation of a wide range of types and levels of innovative capabilities does pay off for the innovative firms, their industries and, ultimately, their economies. By combining a novel approach to examining firm capabilities with findings from an inductive fieldwork, this article provides new empirical and methodological insights for the longstanding debate on innovative capabilities as the fundamental source of firm competitive performance. The article draws managers' attention to the importance of a multiplicity of types and levels of capabilities to achieve relevant outcomes, and policy makers in developing economies to adopt a comprehensive view on innovative activities and place firm-centred innovation capability accumulation at the centre of industrial innovation policies.

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“…It has been common that originally mainly sawmilling companies have moved forward in their value chain starting to produce more valuable products (i.e., pulp and paper). Later on, the companies have also integrated forward into less capital-intensive converting plants, or backward to timberlands (Lamberg et al, 2006;Siitonen, 2003).…”

Section: The Ppi In Briefmentioning

confidence: 98%

“…Orchestrating these global value chains is one of the major challenges in the PPI. Other factors driving the change include, e.g., the emergence of new players and markets, the upward trend in raw material and energy prices, an increasing pressure from social and environmental stakeholders, changing customer preferences, low prices of the end products, and a lack of capital to confront these challenges (Lamberg et al, 2006;Panwar et al, 2012;Shaw, 2005Shaw, , 2006Siitonen, 2003;Toppinen and Kuuluvainen, 2010). As a result of new economic environments and increased competitive pressures, many PPI firms are now struggling with poor financial performance (see e.g., Pätäri et al, 2011).…”

Section: The Ppi In Briefmentioning

confidence: 99%

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Diversification strategies in the global pulp and paper industry - empirical analysis from years 1996 and 2006

Valtonen

Pätäri

Jantunen

et al. 2015

IJBIR

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Strategic change through diversification is seen to offer potential sources for competitive advantage. On the other hand, there are also many advantages associated to focusing on core capabilities instead of diversification. This article studies how pulp and paper industry (PPI) companies have managed to adjust their diversification strategies in reaction to the changes that have reshaped their operational environment. We will differentiate between related and unrelated diversification, and analyse, how the potential strategic reorientation has affected the profitability of the companies. The sample includes 108 PPI companies and the years to be studied are 1996 and 2006. The results indicate that the PPI companies really have reduced the degree of unrelated and related diversification. Although the strategic change is clear, the profitability effects of diversification were not so explicit. . His current primary areas of research interest are in the resource-based theory, dynamic capability view of the firm and innovation management. He has published about 30 refereed articles, some book chapters and about 50 conference papers.

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Evolution of Competitive Strategies in Global Forestry Industries: Introduction

Cited by 14 publications

References 229 publications

Coopetitive strategies in the ICT sector: typology and stability

Coopetitive strategies in the ICT sector: typology and stability

Beyond technological catch-up: An empirical investigation of further innovative capability accumulation outcomes in latecomer firms with evidence from Brazil

Diversification strategies in the global pulp and paper industry - empirical analysis from years 1996 and 2006

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