Knowledge sharing in a coopetition project team: An institutional logics perspective

Abstract

Cooperation between firms is often addressed from the perspective of relationship organizing; however, we know little about people's working‐level engagement in collective action during interfirm projects. Focusing on cooperation between rival firms (coopetition), we explore how knowledge can be shared among participants. We offer insight into the management of interorganizational projects that are viewed as temporary organizations.

Information Elaboration and Coopetition: Participation in the Replacement of Legacy Systems

“…Competitive ties are links to others characterized by infrequent interaction or less affective content and private interests [33], [34]. Cooperative ties acquire relevant knowledge to produce a knowledge structure for a particular problem, enabling decision-makers to monitor the decision-making process regularly and obtain more advice on the problem [47], [61], [62]. Competitive ties provide broader or deeper knowledge of potential alternatives and the external environment, making decision-makers aware of suitable alternatives that allow fitting to the changing environment [61], [62].…”

“…Cooperative ties acquire relevant knowledge to produce a knowledge structure for a particular problem, enabling decision-makers to monitor the decision-making process regularly and obtain more advice on the problem [47], [61], [62]. Competitive ties provide broader or deeper knowledge of potential alternatives and the external environment, making decision-makers aware of suitable alternatives that allow fitting to the changing environment [61], [62]. The core team must elicit knowledge to use in the decision process but be aware of benefits and consequences [63].…”

“…Competition enhances access to knowledge stores, encourages multiple solutions, and promotes a deeper examination of alternatives [74], [75]. When competition and cooperation are considered simultaneously, the occurrence of balanced coopetition is expected to enable functional units to enhance their knowledge stores, fostering comprehensiveness [34], [62]. A team that can utilize cooperative and competitive ties simultaneously will have access to diverse perspectives and have the shared knowledge pool to filter useless knowledge [30], [33].…”

Enhancing knowledge transferability: A contradiction of the codification approach

“…In the digital era, research on enchasing knowledge transferability becomes an upstreaming trend. Knowledge transfer (KT) drives firm performance (Darroch, 2005), increases intellectual capital (Kianto, Sáenz, & Aramburu, 2017), improves organizational innovativeness (Moustaghfir & Schiuma, 2013), (Alavi & Leidner, 2001), and facilitates decision‐making (Park & Basole, 2016).…”

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

“…A coopetição é um neologismo utilizado para caracterizar uma relação paradoxal entre dois ou mais atores envolvidos simultaneamente em interações cooperativas e competitivas ; D'Armagnac, Geraudel, & Salvetat, 2019). Os indivíduos são centrais para o sucesso dos esforços coopetitivos, uma vez que eles são responsáveis pela operacionalização dos projetos, e afetam as possibilidades das empresas equilibrarem a relação e se apropriarem do valor criado a partir dela (Näsholm & Bengtsson, 2014).…”