“Vertical coopetition”: The key account perspective

Lacoste, Sylvie

doi:10.1016/j.indmarman.2011.09.013

Cited by 81 publications

(33 citation statements)

References 52 publications

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“…The coopetition literature usually explains tension in terms of role conflicts; 'tension' between cooperation and competition; or between the contradictions inherent in the nature of the coopetitive phenomenon; for instance, value creation versus value appropriation (cf. Wilhelm, 2011;Lacoste, 2012;Das & Teng, 2000;Tidström & Åhman, 2006). Similarly, in the paradox literature, tension is often interchanged with a paradox and described as a 'tension' between opposing dualities (cf.…”

Section: Tension or Emotional Ambivalence In Coopetition At Differentmentioning

confidence: 99%

The coopetition paradox and tension in coopetition at multiple levels

Raza-Ullah

Bengtsson

Kock

2014

Industrial Marketing Management

344

348

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This article explores the nature of the paradox inherent in coopetition; that is, the simultaneous pursuit of cooperation and competition between firms, and emanating tensions that develop at individual, organizational, and inter-organizational levels. We dissect the anatomy of the coopetition paradox to discover how it materializes by creating an external boundary (i.e., via unifying forces) and internal boundaries (i.e., via divergent forces). After explaining the coopetition paradox, we distinguish tension from paradox and submit that tension comprises both positive and negative emotions simultaneously, also known as emotional ambivalence. Finally, we recognize that emotional ambivalence in coopetition prevails at different levels, and vary in its level of intensity and persistency in relation to different contexts. We employ illustrative cases to ground our propositions empirically. This article provides understanding on concepts, expects to incite fruitful dialogue, and fuels further studies on inter-firm paradoxes.

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Section: Tension or Emotional Ambivalence In Coopetition At Differentmentioning

confidence: 99%

The coopetition paradox and tension in coopetition at multiple levels

Raza-Ullah

Bengtsson

Kock

2014

Industrial Marketing Management

344

348

View full text Add to dashboard Cite

show abstract

“…Cooperation happens when the behaviour of the partners is centred on searching together for solutions that satisfy the concerns and goals of both, which characterizes a win-win relationship with mutual transactional benefits (Anderson and Narus, 1990;Bobot, 2011;Claro and Claro, 2010;Morgan and Hunt, 1994;Lacoste, 2012). Communication refers to information that circulates between the partners in a Downstream or Upstream direction.…”

Section: Source: Authors' Own Elaborationmentioning

confidence: 99%

Relationship Quality Between Portuguese Wine Producers and Chinese Distributors Insight and Recommendations

Loureiro

Cunha

2017

The Wine Value Chain in China

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“…• Cooperation: When the behavior of the partners is centered on searching together for solutions that satisfy the concerns and goals of both, which characterizes a win-win relationship with mutual transactional benefits (Anderson & Narus, 1990;Bobot, 2011;Claro & Claro, 2010;Lacoste, 2012;Morgan & Hunt, 1994). …”

Section: Relationship Qualitymentioning

confidence: 99%

Exploring the Attitudes of Bottled Wine Distributors Toward Wine Producers in the Portuguese Wine Sector

Cunha

Loureiro

Rego

2015

Journal of International Food & Agribusiness Marketing

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The wine sector has unique features that have not been deeply studied. This study aims to explore the attitudes of bottled wine distributors toward wine producers in the Portuguese wine sector. Eleven interviews (about 60 min each) were carried out with all major wine distributor managers. The transcribed interviews were analyzed using qualitative software. Content analysis shows that distributors develop six main attitudes toward producers: (a) Long-term Relationship, (b) Cooperation, (c) Interdependence, (d) Product Quality, (e) Trust, and (f) Brand Image. Findings may help managers of the wine sector and promote favorable relationships with the distributing customers.

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“Vertical coopetition”: The key account perspective

Cited by 81 publications

References 52 publications

The coopetition paradox and tension in coopetition at multiple levels

The coopetition paradox and tension in coopetition at multiple levels

Relationship Quality Between Portuguese Wine Producers and Chinese Distributors Insight and Recommendations

Exploring the Attitudes of Bottled Wine Distributors Toward Wine Producers in the Portuguese Wine Sector

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