The evolution of co-opetition in the Waipara wine cluster of New Zealand

Dana, Léo‐Paul; Granata, Julien; Lasch, Frank; Carnaby, Alan

doi:10.1016/j.wep.2013.05.001

Cited by 74 publications

(92 citation statements)

References 30 publications

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“…Strategic alliances are seen by many authors (Arend, 2009;Khalid and Larimo, 2012;Dana et al, 2013;Dana and Mallet, 2014;Bouncken et al, 2015) as a determinant factor of improved firm performance (Stuart, 2000), but the establishment of strategic alliances is a complex and…”

Section: Strategic Alliances and Organizational Performancementioning

confidence: 99%

The Mediating Effect of Intellectual Capital in The Relationship Between Strategic Alliances and Organizational Performance in Portuguese Technology‐Based SMEs

Ferreira

Franco

2017

European Management Review

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This study aims to analyse the relationship between strategic alliances and organizational performance and determine whether intellectual capital plays a mediating role in that relationship. To do so, a quantitative study was chosen, with data being gathered through questionnaires directed to the management organs of Portuguese industrial technology‐based small and medium‐sized enterprises, from which 257 valid responses were received. The results obtained based on a structural model show that strategic alliances and intellectual capital stimulate the organizational performance of the SMEs studied. This evidence is very relevant, as in an increasingly globalized and competitive world, these two tools can become essential for this firm sector to be able to attain sustainable competitive advantages. Furthermore, the empirical evidence reveals that intellectual capital has a mediating effect on the relationship between strategic alliances and organizational performance, this finding being the main contribution of the study. Other implications for theory and practice will be presented.

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Section: Strategic Alliances and Organizational Performancementioning

confidence: 99%

The Mediating Effect of Intellectual Capital in The Relationship Between Strategic Alliances and Organizational Performance in Portuguese Technology‐Based SMEs

Ferreira

Franco

2017

European Management Review

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“…Many authors argue that coopetition is a dynamic relation that evolves over time (Gnyawali and Madhavan, 2001;Loch et al, 2006;Dagnino and Padula, 2007;Bengtsson and Johansson, 2012) but there is a gap in the understanding of this evolution and it calls for in depth case studies (Bengtsson and Johansson, 2012 ;Dana et al, 2013).…”

Section: Resultsmentioning

confidence: 99%

“…This evolution seems to be linked to the transformation of the firms' behaviors that socially construct a new environment through their interactions (Porac et al, 1989). Many scholars argue that the coopetition process could be animated by numerous behaviors and emotions that could change over time (Loch et al, 2006;Bengtsson and Johansson, 2012;Dana et al, 2013). These authors argued that studying the development of the coopetition process via longitudinal studies is essential (Bengtsson and Johansson, 2012).…”

Section: The Emergence and The Evolution Of Coopetitionmentioning

confidence: 99%

Managing the Evolution of Coopetition Dynamics: A Longitudinal Case Study on the French Grain Merchants Industry

Hannachi

Coleno²

2015

BMR

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The coopetition literature argues that coopetition is a dynamic relation that evolves over time but there is a gap when it comes to the understanding of this evolution. The aim of this paper is to investigate, via longitudinal cases studies, the evolution of coopetition relationships and its management at the inter-organizational level. Through multiple cases studies in the same industry (the French grain merchants industry), we reveal the existence of two differing states of the processes of coopetition. The spontaneous coopetition and the deliberate coopetition. Each form of coopetition is related to particular tools that are used by managers in order to sustain a coopetition strategy. These states of coopetition seem to be an evolving phenomenon but this evolution is not systematic and each state of coopetition (deliberate or spontaneous coopetition) can be stable for a while. Using these findings, we propose in this paper some principles and tools to manage the evolution of coopetition.

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“…As a dynamic process, this engagement raises the question of temporality. The temporality of engaging in and managing coopetition remains almost unexplored up to now (Bengtsson, Eriksson, & Wincent, 2010) except in the study by Dana, Granata, Lasch, and Carnaby (2013). From a more dynamic perspective, they have shown that in wine clusters, coopetition evolves toward greater cooperation, which stifles competition among entrepreneurs.…”

Section: Review Of Literature On Coopetition and Entrepreneurshipmentioning

confidence: 99%

When entrepreneurs instigate institutional change through coopetition: The case of winemakers in south of France

2019

Self Cite

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Winemakers in South France combine contingently institutional logics to achieve economic performance. Entrepreneurs who decide to cooperate with their competitors must manage four phases of “coopetition”: launch, formalization, protection, and reinforcement. They engage in the coopetition process by referring to a professional logic that becomes dominant, and they complete the process by fostering a community logic that is combined with the professional logic. Identity and legitimacy are the key elements that entrepreneurs segregate and blend, which entails new combinations in the respective influential power of state logic, professional logic and community logic.

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The evolution of co-opetition in the Waipara wine cluster of New Zealand

Cited by 74 publications

References 30 publications

The Mediating Effect of Intellectual Capital in The Relationship Between Strategic Alliances and Organizational Performance in Portuguese Technology‐Based SMEs

The Mediating Effect of Intellectual Capital in The Relationship Between Strategic Alliances and Organizational Performance in Portuguese Technology‐Based SMEs

Managing the Evolution of Coopetition Dynamics: A Longitudinal Case Study on the French Grain Merchants Industry

When entrepreneurs instigate institutional change through coopetition: The case of winemakers in south of France

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