The management of coopetitive tensions within multi-unit organizations

Séran, Thuy; Pellegrin‐Boucher, Estelle; Gurǎu, Cälin

doi:10.1016/j.indmarman.2015.11.009

Cited by 58 publications

(40 citation statements)

References 47 publications

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“…There are relatively few publications on coopetition within the organization (cf. Ghobadi, D'Ambra, 2012), and they mainly concern considerations on competing branches (Tsai 2002, Luo et al 2006, Seran 2016 or departments (Tsai 2014, Strese 2016). The former are in a way a refl ection of the study of coopetition between enterprises.…”

Section: Coopetition In For-profi T and Non-profi T Organizations -Mimentioning

confidence: 99%

Coopetition in for-profit and non-profit organizations - micro level

Moczulska¹,

Seiler²,

Stankiewicz³

2019

Management

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Summary A situation in which appears at the same time a competition and cooperation between the subjects is defined as a coopetition. First of all it is considered at the mezo level – between the companies, but it can be analysed at the micro level – inside the organization. In the second case, it concerns shaping the relations among the employers which compete one with another and at the same time they cooperate. Among the organizations where the coopetion can be analysed we distinguish two types - for profit and non profit. A difference of the functioning of the for profit and non profit organizations can be seen among other things in the differences that refer to the shape of the coopetition. In the article the characteristic of a intraorganizational coopetition in the for profit and non profit subjects was presented. The base to formulate the conclusions was formed by the investigations made in which, to collect the data there were used the semistructure interviews with six sample selected organizations – three for profit and three non profit.

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Section: Coopetition In For-profi T and Non-profi T Organizations -Mimentioning

confidence: 99%

Coopetition in for-profit and non-profit organizations - micro level

Moczulska¹,

Seiler²,

Stankiewicz³

2019

Management

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“…Following this idea, some authors consider the separation and integration principles to be complementary rather than opposites (Fernandez et al ., ; Fernandez and Chiambaretto, ; Seran et al ., ). Separating competition and cooperation permits the management of inter‐organizational tensions but creates new internal tensions.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…tensions can become unbalanced and create vicious cycles that force managers to remain vigilant because people often tend to revert to their past attitudes. Following this idea, some authors consider the separation and integration principles to be complementary rather than opposites (Fernandez et al, 2014;Fernandez and Chiambaretto, 2016;Seran et al, 2016). Separating competition and cooperation permits the management of inter-organizational tensions but creates new internal tensions.…”

Section: Management Of Coopetitive Tensionsmentioning

confidence: 99%

“…It is also possible to conclude that for coopetitive selling, combining separation and integration is not sufficient. This combination is considered by some scholars to be an efficient solution to manage the coopetitive paradox (Fernandez et al, 2014;Fernandez and Chiambaretto, 2016;Seran et al, 2016). Implemented together, the integration and separation principles would counterbalance their negative effects and permit the creation of a virtuous coopetitive circle.…”

Section: Integration Principle In Selling Coopetition Managementmentioning

confidence: 99%

“…The third school of thought suggests that these two principles of separation and integration have their own interests as well as limitations. Therefore, they must be combined to ensure efficient management of coopetition (Fernandez et al, 2014;Fernandez and Chiambaretto, 2016;Seran et al, 2016). Another research stream regards the combination of these two principles as necessary but not sufficient.…”

Section: Introductionmentioning

confidence: 99%

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Managing Selling Coopetition: A Case Study of the ERP industry

Pellegrin‐Boucher

Roy

Gurǎu

2017

European Management Review

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Managing coopetition is important for the success of coopetition strategies. Past studies on the management of coopetition are largely dedicated to R&D coopetition. However, selling coopetition is an important phenomenon that is quite different from R&D coopetition. In this research, we therefore focus on the management of selling coopetition and build on past studies to formalize a framework that combines two complementary principles: separation and integration. We then evaluate the relevance of this framework for managing selling coopetitive agreements by studying how firms from the ERP industry manage their coopetitive selling. The results show that the principles of separation and integration are present but not sufficient to manage selling coopetition. We underline that a third principle, internal arbitration, is a key element in managing selling coopetition. To our knowledge, this is the first study specifically dedicated to the management of selling coopetition.

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