Mapping the perspectives of coopetition and technology-based strategic networks: A case of smartphones

Rusko, Rauno

doi:10.1016/j.indmarman.2014.04.013

Cited by 42 publications

(26 citation statements)

References 37 publications

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“…are consequently well disposed to this approach. Qualitative, single-case designs have a long tradition in research on networks (Aaboen, Laage-Hellman, Lind, Öberg, & Shih, 2016;Baraldi & Strömsten, 2009;Guercini & Runfola, 2010), B2B relationships (Finch, Horan & Reid, 2015;Mason & Leek, 2008) and strategic nets Partanen & Möller, 2012;Rusko, 2014), more specifically. They are valuable when it seems inappropriate to impose prior constructs or theories on the informants as a preferred means of explaining of understanding their world (Gioia et al, 2013).…”

Section: Methodsmentioning

confidence: 99%

Managing to make markets: Marketization and the conceptualization work of strategic nets in the life science sector

Mason

Friesl

Ford

2017

Industrial Marketing Management

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This paper presents one of the first studies to identify and explain the marketization work of a strategic net. Through a study of the Stevenage Bioscience Catalyst -a strategic net formed to support the marketization of Life Science Discoveries -we generate insights into the everyday work that makes marketization happen. Marketization is understood as the process that enables the conceptualisation, production and exchange of goods. Our findings focus on one specific form of marketization work found to be core to the strategic net: conceptualisation work. Three forms of conceptualisation work are identified: conceptualising actors' roles, conceptualising markets and conceptualising goods. These manifest as routinized, recursive practices. Our analysis reveals how these practices gather together multiple forms of scientific, technical and market knowledge to generate new market devices that transform market rules and conventions, and introduce new methods and instruments of valuation that change the market. In contrast to extant studies that claim a strategic net's activities influence markets; our findings position the conceptualisation work of the strategic net as constitutive of markets and the broader system of provision for 'healthcare' and 'health futures'.

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Section: Methodsmentioning

confidence: 99%

Managing to make markets: Marketization and the conceptualization work of strategic nets in the life science sector

Mason

Friesl

Ford

2017

Industrial Marketing Management

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“…Although studies of coopetition have increased in recent years (Bengtsson & Kock, 2014), they continue to concentrate on inter-firm cooperation in innovation and international expansion in addition to management, tension and benefits of coopetition. In addition to investigating output activities, this paper can also be considered a response to the call for more empirical research within the field of coopetition (Bengtsson et al, 2010;Cygler, 2010;Mariani, 2007;Osarenkhoe, 2010;Walley, 2007), particularly concerning activities close to the customer, and a recent call for further theoretical development (Rusko, 2014).…”

Section: Introductionmentioning

confidence: 99%

Coopetition close to the customer — A case study of a small business network

Lindström

Polsa

2016

Industrial Marketing Management

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“…Dyadic coopetition necessitates direct coopetition between two actors but network coopetition enables direct as well as indirect coopetition (i.e., via an intermediary). Dyadic coopetition can be regarded as procedural coopetition (Rusko 2012) where activity is an appropriate unit of analysis while network coopetition can be regarded as contextual coopetition (Rusko 2014) where actor is a suitable unit of analysis. Coopetition is also a multilevel phenomenon wherein an actor may exhibit different behaviors at different levels (i.e., within a dyad or network) (Chiambaretto and Dumez 2016).…”

Section: Tensions In Paradoxical Relationshipsmentioning

confidence: 99%

Modeling Simultaneous Cooperation and Competition Among Enterprises

Pant

2018

Bus Inf Syst Eng

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Coopetition (simultaneous cooperation and competition) between organizations has emerged as a prominent and critical industrial practice that allows organizations to increase combined welfare through cooperation while maximizing individual gains through competition. The formulation and enactment of such an organizational strategy entails designing and operating information systems that maximize benefits while minimizing costs from concomitant cooperation and competition. Coopetition raises new concerns and considerations about the design of data, processes, and interfaces of information systems. Analyzing coopetition can be challenging since cooperation and competition are paradoxical social behaviors that are undergirded by contradictory logics, hypotheses, and assumptions. Therefore, the ability of decision-makers to represent and reason about coopetition in a structured and systematic manner can be beneficial as it can support their efforts to co-design organizational strategies and information systems. This paper presents insights about the initial stages of an exploratory research project that is focused on the development of a modeling framework to support representation and reasoning of interorganizational coopetitive strategies. The objectives of this paper are to outline the goals of this research project which include: (1) identifying the primary characteristics for modeling and analyzing coopetitive relationships, as well as (2) proposing artefacts for expressing and evaluating these relationships.

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Mapping the perspectives of coopetition and technology-based strategic networks: A case of smartphones

Cited by 42 publications

References 37 publications

Managing to make markets: Marketization and the conceptualization work of strategic nets in the life science sector

Managing to make markets: Marketization and the conceptualization work of strategic nets in the life science sector

Coopetition close to the customer — A case study of a small business network

Modeling Simultaneous Cooperation and Competition Among Enterprises

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