Strategy frames in coopetition: An examination of coopetition entry factors in high-tech firms

Klimas, Patrycja; Czakon, Wojciech; Fredrich, Viktor

doi:10.1016/j.emj.2021.04.005

Cited by 32 publications

(24 citation statements)

References 95 publications

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“…e.g., with production or service plants that introduce disruptions to the network [71,72]. Further energy market liberalization under the control of the regulator and an increase in consumers' awareness and expectations as to energy supply quality will result in the spread of marginally used quality contracts for the supply of electricity, and implicitly also other utilities, such as gas or water [34]. Each group of electricity users has a different importance hierarchy of its quality parameters, the values of which should be strictly met.…”

Section: Discussion Of Resultsmentioning

confidence: 99%

“…In terms of developing and promoting new products, companies use social media to engage and collaborate directly with customers, and know their expectations to generate innovative product ideas [34,35]. Easy access and simple use of the social media platforms provide an innovative and relatively inexpensive way to connect and contact with customers, which has inspired companies, including energy enterprises, to create comprehensive social media strategies [31,36].…”

Section: Energy Sector Companies In Social Mediamentioning

confidence: 99%

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Social Media Engagement in Shaping Green Energy Business Models

et al. 2022

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Recent years have seen an increase in the role of social media in the communication of energy sector companies (ESCs) with consumers. Currently, consumers look for information, create it themselves, and share it with other Internet users. eWOM communication means that energy companies, firstly, must be present in social media so that consumers can get to know them better, and secondly, they must consciously shape their image according to the expectations of their customers. One-way communication, such as customer satisfaction measurements, is no longer enough to know their preferences. Market trends indicate that for current buyers—both consumer and non-consumer products—the image of a “green product” or a “green company” is expected. Only a few companies report that they are harmful for environment. All companies report that they are generally community friendly. The consumer would like to know, in particular, about the harmfulness to the environment. Thus, there is a knowledge gap that the companies are not filling. In addition to the advertised satisfaction indicators, you can also test customers’ perceptions of environmental responsibility. That is, the research and results in the area of social responsibility must also be accompanied by environmental responsibility. Therefore, the article aims to indicate whether the level of consumer engagement in social media affects the perception of the green energy business model and how the attitude and pro-environmental behavior of social media users affects this perception. The paper also identifies factors related to social media that influence the perception of ESCs.

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Section: Discussion Of Resultsmentioning

confidence: 99%

Section: Energy Sector Companies In Social Mediamentioning

confidence: 99%

Social Media Engagement in Shaping Green Energy Business Models

et al. 2022

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“…Therefore, scholars should be aware of potential methodological shortcomings and closely follow future advances addressing these issues (e.g., Schamberger et al, 2020). Furthermore, future research should explore in greater depth the moderated mediation effects discussed in this study (Hayes, 2018) and consider complementarity analyses using necessary condition analysis of strategic frames (Klimas, Czakon, & Fredrich, 2021). Table 4 refers to our research questions and summarizes related findings.…”

Section: Discussionmentioning

confidence: 96%

Alliance management and innovation under uncertainty

Bouncken

Gudergan

2022

Journal of Management & Organization

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Drawing on the configuration argument of strategic fit – i.e., an effective alignment of a firm's strategy with its environment, internal structures, and processes – and the resource-based view, this paper clarifies the impact of alliance strategy, alliance management resources, and alliance management capabilities on innovation performance in collaborative ventures. This study of 441 collaborative ventures in the electronics industry offers empirical support for the configuration argument. First, greater alliance strategy formalization influences innovation performance directly and indirectly. Alliance management capabilities – that reflect organizational routines to implement an alliance strategy – partially mediate this effect. Second, alliance management capabilities leverage alliance management resources in that the effect of the former on innovation performance is moderated by the latter. Furthermore, greater innovation strategy formalization affects innovation performance and moderates the direct effect of alliance strategy formalization on innovation performance; an effect that increases with technological uncertainty.

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“…Applying a necessity logic to the model could be an interesting future research route (Richter & Hauff, 2022;Richter et al, 2020). Among other insights, it may generate understanding about the threshold levels of R&D and/or collaborative intensity as potential bottlenecks (Klimas et al, 2021). Then, although our theorizing is general and applicable to any SME, our sample has focused on high-tech SMEs only.…”

Section: Implications For Further Researchmentioning

confidence: 99%

Dynamic Capabilities, Internationalization and Growth of Small- and Medium-Sized Enterprises: The Roles of Research and Development Intensity and Collaborative Intensity

2022

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Small- and medium-sized enterprises (SMEs) can benefit from internationalization. However, there is little evidence of the extent of the benefit and its dependence on both research and development (R&D) intensity and collaborative intensity. Drawing on data of 262 SMEs, this study illuminates why some SMEs benefit more from internationalization than others, thereby illustrating an advanced application of partial least squares structural equation modeling by demonstrating conditional mediation analysis with two interdependent exogenous moderators (i.e., testing a second-stage three-way conditional mediation). Our findings substantiate that an SME’s dynamic capabilities affect its degree of internationalization and indirectly its growth, and suggest a positive marginal growth impact of internationalization provided that an SME’s R&D and collaborative intensities are proportional; when they are disproportional (i.e., one is “greater” than the other), SMEs do not experience positive marginal growth.

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Strategy frames in coopetition: An examination of coopetition entry factors in high-tech firms

Cited by 32 publications

References 95 publications

Social Media Engagement in Shaping Green Energy Business Models

Social Media Engagement in Shaping Green Energy Business Models

Alliance management and innovation under uncertainty

Dynamic Capabilities, Internationalization and Growth of Small- and Medium-Sized Enterprises: The Roles of Research and Development Intensity and Collaborative Intensity

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