Walking the tight rope of coopetition: Impact of competition and cooperation intensities and balance on firm innovation performance

Park, Byung-Jin; Srivastava, Manish K.; Gnyawalị, Devi R.

doi:10.1016/j.indmarman.2013.11.003

Cited by 307 publications

(362 citation statements)

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“…The two drivers are different but equally important, and their combination makes coopetition beneficial for a firm's innovative performance. The idea is that dual benefits can be achieved: access to resources through cooperation and the pressure to improve provided by competition (Bengtsson and Kock 2000;Park et al 2014). On the one hand, partners jointly create new knowledge or acquire knowledge, from one another, that is needed to further develop technology and markets.…”

Section: Cooperating With Competitors For Innovationmentioning

confidence: 99%

“…Other negative consequences such as fear of opportunism and knowledge leakage (Park et al 2014) can also explain why coopetition not always has a positive impact on innovation (Ritala and HurmelinnaLaukkanen 2009). Park et al (2014) and Wu (2014) argued that coopetition has an inverted-U relationship with innovation, as beyond a certain point, the coopetitive tensions become too high, thereby limiting knowledge sharing and hampering innovative outcomes.…”

Section: Cooperating With Competitors For Innovationmentioning

confidence: 99%

“…Although many empirical studies of coopetition for innovation are conducted in an international context (Gnyawali and Park 2011;Park et al 2014;Quintana-Garcia and Benavides-Velasco 2004;Yami and Nemeh 2014), few studies explore the link between international coopetition and innovation. The assumed importance of international coopetition can both be explained by the advantages obtained by coopetition (discussed above) and by advantages of international alliances.…”

Section: International Coopetition For Innovationmentioning

confidence: 99%

“…These findings have two important implications. First, research on the management of coopetition to a large extent focuses on managerial capabilities required to uphold the balance in coopetitive relationships or to mitigate the negative effects of resulting tensions, but how these capabilities are manifested in organizational mechanisms remains largely unknown (Park et al 2014). Our results, constrained by the degree of measurement sophistication, provide an early indication that firms involved in coopetition undergo changes in organizing their activities.…”

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confidence: 95%

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International coopetition for innovation: Are the benefits worth the challenges?

et al. 2017

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International coopetition has rarely been studied in relation to innovation. Further exploration of effects of international coopetition, i.e. the pursuit of simultaneous cooperation and competition, on a firm's innovation performance is especially important as such a relationship is challenging with a high propensity to fail. This observation formed the point of departure for this study, which aims to increase the understanding of the effects of international coopetition on firm innovativeness and how these effects are conditioned on the magnitude of the organizational adjustments a firm introduces. We use an unbalanced panel of 9839 firms that participated in four waves of the Swedish Community Innovation Survey between 2008 and 2014 as our empirical base. We illustrate that firms that cooperate with competitors internationally are more likely to exhibit higher propensity to introduce radical innovations, yet this effect is conditioned upon the magnitude of organizational adjustments. Overall, our study contributes to the understanding of the implications of international coopetition and what a firm needs to benefit from it.

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Section: Cooperating With Competitors For Innovationmentioning

confidence: 99%

Section: Cooperating With Competitors For Innovationmentioning

confidence: 99%

Section: International Coopetition For Innovationmentioning

confidence: 99%

mentioning

confidence: 95%

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International coopetition for innovation: Are the benefits worth the challenges?

et al. 2017

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“…These include increasing communication (Zach 2013), avoiding coercion (Jain et al 2014), and increasing linkages (Park et al 2014). Fernandez et al (2014) identified trust as a ''key Table 2 Assessment of modeling support for requirements from Table 1 Technique A1 A2 A3 C1 C2 C3 I1 I2 I3 T1 T2 T3 R1 R2 R3 NFR Framework (Chung et al 2000) 9 9 9 9 9 9 9 9 9 4 4 9 4 9 9 i* (Yu 1997) 4 4 4 4 9 9 4 9 9 4 4 9 4 9 9 KAOS (Dardenne et al 1993) 4 4 9 4 9 9 9 9 9 9 4 9 4 4 4 e3Value (Gordijn et al 2006b) 4 4 9 4 4 9 9 9 9 9 9 9 4 4factor for success of co-opetitive strategies'' through an empirical study of the telecommunications satellite industry in Europe.…”

Section: Trustworthinessmentioning

confidence: 99%

Modeling Simultaneous Cooperation and Competition Among Enterprises

Pant

2018

Bus Inf Syst Eng

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Coopetition (simultaneous cooperation and competition) between organizations has emerged as a prominent and critical industrial practice that allows organizations to increase combined welfare through cooperation while maximizing individual gains through competition. The formulation and enactment of such an organizational strategy entails designing and operating information systems that maximize benefits while minimizing costs from concomitant cooperation and competition. Coopetition raises new concerns and considerations about the design of data, processes, and interfaces of information systems. Analyzing coopetition can be challenging since cooperation and competition are paradoxical social behaviors that are undergirded by contradictory logics, hypotheses, and assumptions. Therefore, the ability of decision-makers to represent and reason about coopetition in a structured and systematic manner can be beneficial as it can support their efforts to co-design organizational strategies and information systems. This paper presents insights about the initial stages of an exploratory research project that is focused on the development of a modeling framework to support representation and reasoning of interorganizational coopetitive strategies. The objectives of this paper are to outline the goals of this research project which include: (1) identifying the primary characteristics for modeling and analyzing coopetitive relationships, as well as (2) proposing artefacts for expressing and evaluating these relationships.

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