Linking joint value creation to the interplay of competition and cooperation: A fuzzy set approach

Santos, José Novais

doi:10.1016/j.indmarman.2020.10.015

Cited by 16 publications

(17 citation statements)

References 60 publications

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“…Prior research has identified that coopetition, among other things, is a driver of value creation (Bengtsson et al, 2010;Novais Santos, 2021;Ritala, 2009;, and innovation (Bicen et al, 2021;Chen et al, 2021;Navío-Marco et al, 2020;Park et al, 2014;Wu, 2014). The reduction of costs, to keep up with the competition, is a rationale for coopetition (Bengtsson and Kock, 2000;Luo et al, 2007;Morris et al, 2007).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Striking the right balance in tension management. The case of coopetition in small- and medium-sized firms

Virtanen

Kock

2022

JBIM

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Purpose The purpose of this study is to elaborate on the management, sources, levels of strength and dynamics of inherent tension in coopetition between small- and medium-sized firms (SMEs). Design/methodology/approach An embedded single-case design is applied in the study. Two manufacturing SMEs in coopetition are studied. The units of analysis are their past dyadic coopetition with other competitors, their present coopetition with each other and their view of possible dyadic coopetition with other partners in the future. Findings This study addresses the call for more research on coopetition and tension dynamics. It gives longitudinal insight into the changes of a coopetitive relationship through the evolution of tension inherently present in the relationship. Furthermore, the results show that a partial separation of the cooperative and competitive dimensions enables entrepreneurs’ integration of a contradictory logic. The successful management of tension also relies on mechanisms for mutual value appropriation, which eventually enhances the ability to embrace contradictions. Originality/value This study contributes to the limited knowledge on tension management by showing how partners in coopetition apply different tension management principles or combinations of principles due to how the tension in the relationship evolves. Furthermore, on a practical level, it introduces a mapping or configuration scheme to identify the sources and levels of strength of inherent tension, enhancing coopetition partners’ ability to monitor their relationship over time.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Striking the right balance in tension management. The case of coopetition in small- and medium-sized firms

Virtanen

Kock

2022

JBIM

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“…Our main theoretical contribution deals with the mechanisms of value creation, appropriation and destruction, as this dilemma has been under-studied (Fernandez et al, 2014;Gnyawali & Ryan Charleton, 2018;Santos, 2021). By analysing them through their collective or individual dimension, we show that in the case of micro-firms, value mechanisms are quite distinct and lead to outcomes that are different from those traditionally observed in terms of coopetition.…”

Section: Contributions To the Coopetition Theorymentioning

confidence: 90%

“…Our research thus aims, as a first objective, to describe and gain better understanding of the execution and interaction of coopetition (Devece et al, 2019;Gernsheimer et al, 2021) by contributing to the repeated calls to invest further in the process of value creation in coopetitive relationships (Gnyawali & Ryan Charleton, 2018;Santos, 2021). Indeed, both value creation and value appropriation are taken for granted in coopetitive relationships, although their mechanisms remain unclear.…”

Section: )mentioning

confidence: 99%

“…Several dimensions of coopetition, however, remain under-explored. First, the dilemma between value creation and value appropriation for coopetitors is still unclear (Fernandez et al, 2018;Fernandez, Le Roy, & Gnyawali, 2014;Garri, 2021;Santos, 2021). Second, despite recent research, there is still a lack of empirical studies regarding the mechanisms of coopetition among micro-firms in traditional activities (Devece, Ribeiro-Soriano, & Palacios-Marqués, 2019;Gernsheimer et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

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Value creation, appropriation and destruction in coopetitive relationships among micro-firms

Albert-Cromarias

Asselineau

Blanchard

2022

Industrial Marketing Management

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“…For example, morality theory (Lindfelt and Törnroos, 2006) and social network theories can be included under a new block containing ethics and other related dimensions, as well as sustainability with its dimensions. The interactions module can also be further expanded to include other value-creating mechanisms, such as the combination of cooperation and coopetition (simultaneous cooperative and competitive interactions), which have been recognized as important factors that balance the value creation and capture equilibrium (Bouncken et al, 2020a;Santos, 2021). The relationship characteristics module of the framework can also be expanded to include other elements that may affect interactions, processes or value capture, such as attraction/attractiveness (Aminoff and Tanskanen, 2013;Mortensen, 2012), relationship length or firm size (O'Cass and Ngo, 2012;Wagner et al, 2011) or cultural aspects (Ulaga, 2011).…”

Section: Implications For Research and Practicementioning

confidence: 99%

An integrated perspective of value creation and capture: a systematic literature review

Minerbo¹,

Brito²

2021

JBIM

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Purpose The existing literature is fragmented across disciplines and does not provide a holistic, comprehensive view on how value is created, deployed and captured. This paper aims to provide a structured view of the current literature and facilitates a theoretical understanding of value creation and capture in buyer–supplier relationships. Design/methodology/approach A systematic literature review was conducted on 195 articles published in 21 leading journals in marketing, operations management and strategy disciplines. Findings An integrated, generalizable and expandable framework is proposed based on the causal or interactive relationship among four components, namely, dimensions of value creation; processes and interactions by which buyers and suppliers enable value creation; relationship characteristics that affect these components; and value capture. Two new areas for future studies are also suggested. Research limitations/implications The findings are based on papers published in peer-reviewed academic literature. Future studies could include more heterogeneous publications in languages other than English and/or professional journals to compare scholars' and managers' perspectives. Practical implications This study offers simple, practical guidelines that managers can apply in their real-world situations to increase the value they gain from their relationships. Originality/value The framework does not pretend to be exhaustive because such an attempt would be impractical. Rather, this study provides practical examples for each component, and shows how additional concepts and constructs can be incorporated to make it inclusive and generalizable. Two new manners of value capture other than price negotiations are presented (volume and collaborative benefits).

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Linking joint value creation to the interplay of competition and cooperation: A fuzzy set approach

Cited by 16 publications

References 60 publications

Striking the right balance in tension management. The case of coopetition in small- and medium-sized firms

Striking the right balance in tension management. The case of coopetition in small- and medium-sized firms

Value creation, appropriation and destruction in coopetitive relationships among micro-firms

An integrated perspective of value creation and capture: a systematic literature review

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