Managing Selling Coopetition: A Case Study of the ERP industry

Pellegrin‐Boucher, Estelle; Roy, Frédéric Le; Gurǎu, Cälin

doi:10.1111/emre.12123

Cited by 18 publications

(13 citation statements)

References 70 publications

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“…Integration is based on the idea that individuals must develop a coopetitive mindset and integrate cooperation and competition to implement a successful coopetitive strategy (Fernandez et al, 2014). However, research on separation/ integration is mostly based on horizontal coopetition between competitors in R&D projects related to new product innovations, and therefore, separation/integration approaches may not be suitable for other types of coopetition (Pellegrin-Boucher et al, 2018).…”

Section: Conflict Management In Coopetitionmentioning

confidence: 99%

Unmasking conflict in vertical coopetition

Rajala

Tidström

2021

JBIM

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Purpose The purpose of this study is to increase understanding about vertical coopetition from the perspective of interrelated conflict episodes on multiple levels. Design/methodology/approach The empirical part is based on a qualitative single case study of a coopetitive buyer-supplier relationship in the manufacturing sector. Findings Conflicts in vertical coopetition evolve from being merely functional and task-related to becoming dysfunctional and relationship-related, as the level of competition increases. The nature of conflict episodes influences the development of vertical coopetition, and therefore, the interrelatedness of conflict episodes is important to acknowledge. Practical implications Although a conflict is considered functional within a company, it may still be dysfunctional as far as the coopetitive relationship with the buyer or seller is concerned. Competition may trigger conflicts related to protecting own technology and knowledge, which may lead to termination of the cooperation, therefore coopetition should be managed in a way that balance sharing and protecting important knowledge to get advantages of coopetition. Originality/value The findings enhance prior research on vertical coopetition by offering new perspectives on causes of conflicts, their management, outcomes and types. The value of taking a multilevel approach lies in the ability to show how conflicts occur and influence other conflicts through the interrelatedness of conflict elements on different levels.

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Section: Conflict Management In Coopetitionmentioning

confidence: 99%

Unmasking conflict in vertical coopetition

Rajala

Tidström

2021

JBIM

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“…The principle of separation thus seems to offer simple organizational solutions to the challenges of coopetition. However, the application of the separation principle may give rise to new tensions within companies, as employees may no longer understand each other's roles (Le Roy & Fernandez, 2015;Fernandez Le Roy & Gnyawali, 2014;Pellegrin-Boucher, Le Roy & Gurău, 2018). Therefore, coopetitors' employees must develop a capacity for an individual integration of the coopetition paradox (Le Roy & Fernandez, 2015;Pellegrin-Boucher, Le Roy & Gurău, 2018).…”

Section: Management Principles In Dyadic Coopetition: Separation Integration and Comanagementmentioning

confidence: 99%

Unpacking the management of Oligo-coopetition strategies in the absence of a moderating third party

Roy¹,

Bez²,

Gast³

2021

Industrial Marketing Management

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“…On the other hand, lack of trust between coopetition partners and the unreliability when choosing partners may cause coopetition strategy to fail (Schulz and Blecken, 2010). Some other challenges include integrating of cooperation and competition activities in a balanced manner, lack of information sharing, commitment and resources (Pellegrin-Boucher et al, 2018).…”

Section: Coopetition 421 Conceptualisation and Operational Impactsmentioning

confidence: 99%

Exploring the role of ambidexterity and coopetition in designing resilient fashion supply chains: a multi-evidence-based approach

Makhashen

Rafi-Ul-Shan

Bashiri

et al. 2020

JEIM

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PurposeThe purpose of this paper is to investigate the knowledge gaps in the extant literature on the role of ambidexterity and coopetition in designing resilient fashion supply chains (RFSCs), and to develop a contextual framework for effective decision-making to enable practitioners to enhance their supply chain resilience.Design/methodology/approachThe study adopts a novel multi-evidence-based approach comprising Denyer and Tranfield's (2009) systematic literature review (SLR) with context, intervention, mechanism and outcome (CIMO) logic, text mining and network analysis. The approach constitutes a rigorous methodology that cross-validates results and ensures the reliability and validity of findings.FindingsThe authors identified key knowledge gaps in the literature and explored the main contribution categories (e.g. conceptual understandings, operational impacts, use of theories and frameworks). Subsequently, we developed a contextual framework of ambidextrous coopetition to design RFSCs. Finally, an empirical research agenda is proposed with the five research directions to address the gap and take forward the notion of ambidextrous coopetition and RFSCs.Research limitations/implicationsThe multi-evidence-based approach is a structured and triangulated SLR approach and thus lacks empirical study.Practical implicationsThis research proposes a contextual framework of ambidextrous coopetition that can be used by fashion companies to embed resilience into their structures and operations. This research also presents an agenda for the future empirical research.Originality/valueThis paper contributes by providing a combinatory synthesis on the role of ambidexterity and coopetition in designing RFSCs. This paper introduces a novel methodological triangulation for improving the quality and validity of SLRs. It identifies significant knowledge gaps and defines directions for future research.

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Managing Selling Coopetition: A Case Study of the ERP industry

Cited by 18 publications

References 70 publications

Unmasking conflict in vertical coopetition

Unmasking conflict in vertical coopetition

Unpacking the management of Oligo-coopetition strategies in the absence of a moderating third party

Exploring the role of ambidexterity and coopetition in designing resilient fashion supply chains: a multi-evidence-based approach

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