Organizational culture and coopetition: An exploratory study of the features, models and role in the Polish Aviation Industry

Klimas, Patrycja

doi:10.1016/j.indmarman.2015.11.012

Cited by 63 publications

(51 citation statements)

References 75 publications

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“…Le Roy, Robert and Lasch (2016) included geographical distance. On the other hand, Bouncken et al (2016) found governance mechanisms to be an inductor of results within coopetition alliances, and the approach of Klimas (2016) has included cultural similarity among partners. Leite, Lopes and Silva (2009) underline that the relationship among firms has become complex, so the traditional separation between competitors and partners is harder to establish.…”

Section: Interorganizational Coopetition Networkmentioning

confidence: 99%

“…Following coopetition studies (Baruch & Lin, 2012;Chin, Chan, & Lam, 2008;Della Corte & Sciarelli, 2012;Lin, Wang, Tsai, & Hsu, 2010;Zineldin, 2004) and the theory of interorganizational relationship (Coote, Forrest, & Tam, 2003), the higher the degree of common culture and shared values, the better the tendency to share resources, knowledge and work. This joint effort aims at a global target above individual goals (Coote et al, 2003;Klimas, 2016;Morgan & Hunt, 1994).…”

Section: Interorganizational Coopetition Networkmentioning

confidence: 99%

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Partnering based on coopetition in the interorganizational networks of tourism: a comparison between Curitiba and Foz do Iguaçu, Brazil

Chim-Miki¹,

Batista-Canino²

2017

RBGN

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Purpose -This paper presents a model to analyze the context and critical behavior of interorganizational partnering based on the coopetition strategy.Design/methodology/approach -This research is exploratory, and makes use of descriptive statistical methodology. Data collection was based on an entrepreneurial perception survey applied to 545 tourism firms and 49 local business associations in two Brazilian cities.Findings -The main theoretical approach of this research was to introduce a partnering model, and its variables, based on coopetition -whereas its main empirical finding was to prove that the high internal competition among participants, within the tourism sector, is a greater source of coopetition behavior than external competition itself. Shared values, mutual trust, complementarity and awareness of the competitive advantages that result from partnering co-exist with the internal competition between firms belonging to this sector.Originality/value -Coopetition in the tourism sector has been little explored, but this study confirms that coopetition is a hybrid behavior which is very suitable to explain current market relationships; it also represents the interorganizational networks generated by business associations. The value of this research was to provide a scale to measure cooperative and competitive contexts on partnering based on the coopetition strategy, which can be applied to other industries or sectors.

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Section: Interorganizational Coopetition Networkmentioning

confidence: 99%

Section: Interorganizational Coopetition Networkmentioning

confidence: 99%

Partnering based on coopetition in the interorganizational networks of tourism: a comparison between Curitiba and Foz do Iguaçu, Brazil

Chim-Miki¹,

Batista-Canino²

2017

RBGN

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“…In summary, none of the authors in the second group find the adhocracy culture to play a dominant role, while all the authors in the first group point toward a key role for that culture. However, except for Klimas (), all other authors, agree that flexibility has a positive effect on openness, whereas control has a negative effect. Furthermore, most authors agree that an external orientation has a positive effect, in contrast to an internal orientation.…”

Section: Hypothesis Developmentmentioning

confidence: 97%

“…They show that an integrative culture supports in‐bound open innovation, while a hierarchy culture retards both inbound and outbound open innovation. Klimas () studies openness to coopetition, i.e. collaboration with competitors.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Wiewiora et al () support the role of the clan culture, cannot report anything about the hierarchy culture, which they did not find in their case studies, but find a negative impact of the market culture. Klimas () goes against these findings and reports that the hierarchy culture has the strongest effect, while the adhocracy has the weakest impact, on coopetition.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Cultural prerequisites for participating in open foresight

Wiener

Boer

2019

R & D Management

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Companies are increasingly interested in participating in open foresight. However, little is known about the conditions supporting them to open up successfully in open foresight. This research takes a culture perspective on this issue. The leading assumption is that companies with an open culture are more likely to engage in collaboration than companies with a culture inhibiting openness. We use the Competing Values Framework to measure corporate culture, and collaboration breadth and depth to measure openness to external collaboration. Drawing on a sample of 168 Austrian companies, the research confirms that culture plays an important role in creating an environment supportive of open foresight, albeit in a somewhat surprising way: the internally oriented clan culture appears to support openness, while the externally oriented market culture does not support it. Possible explanations for this finding are put forward as directions for further research. The findings should help companies to predict whether they have the cultural conditions in place to embark on an open foresight journey successfully.

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2024

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Organizational culture and coopetition: An exploratory study of the features, models and role in the Polish Aviation Industry

Cited by 63 publications

References 75 publications

Partnering based on coopetition in the interorganizational networks of tourism: a comparison between Curitiba and Foz do Iguaçu, Brazil

Partnering based on coopetition in the interorganizational networks of tourism: a comparison between Curitiba and Foz do Iguaçu, Brazil

Cultural prerequisites for participating in open foresight

Die Bereiche des soziotechnischen Evaluationsmodells

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