2018
DOI: 10.3390/en11123447
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What Makes Coopetition Successful? An Inter-Organizational Side Analysis on Coopetition Critical Success Factors in Oil and Gas Distribution Networks

Abstract: This paper investigates the inter-organizational Critical Success Factors for coopetition in oil and gas distribution networks. Based on an extensive review of literature, 17 Critical Success Factors were identified and analyzed in the context of oil and gas distribution industry. We concluded that Trust, Outcomes, Outcomes distribution and Tension have the greatest impact on coopetition success within business networks, while Congruence, Governance, Inter-dependence and Equity, even though significant, have t… Show more

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Cited by 12 publications
(11 citation statements)
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References 178 publications
(164 reference statements)
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“…It seems then that a strong CSRO plays a key role and makes it more likely for a firm to cooperate with others, especially in hostile international markets. CEOs' CSRO generates trust and trust is especially relevant in international scenarios, where it is a prerequisite to get involved in coopetitive relationships [40] and it is considered a key success factor for international cooperation [41]. The role of trust is even stronger under environmental hostility conditions as it may also foster long-term commitment in cooperation relationships and at the same time, provide the flexibility to cope with inevitable uncertainties that arise in a long-term exchange [58].…”
Section: Discussionmentioning
confidence: 99%
See 1 more Smart Citation
“…It seems then that a strong CSRO plays a key role and makes it more likely for a firm to cooperate with others, especially in hostile international markets. CEOs' CSRO generates trust and trust is especially relevant in international scenarios, where it is a prerequisite to get involved in coopetitive relationships [40] and it is considered a key success factor for international cooperation [41]. The role of trust is even stronger under environmental hostility conditions as it may also foster long-term commitment in cooperation relationships and at the same time, provide the flexibility to cope with inevitable uncertainties that arise in a long-term exchange [58].…”
Section: Discussionmentioning
confidence: 99%
“…Because trust is a perception of confidence in others' reliability and integrity and reflects the expectation that others will do what they say they will do [24], CEOs' CSRO is attractive in terms of cooperation. This is especially relevant in international scenarios, where trust is a prerequisite to get involved in coopetitive relationships [40] and one the key success factors for international cooperation identified in the literature [41]. In a local and more face-to-face cooperation, firms can build up trust more easily [42], whereas in international scenarios, other elements need to be added to the equation.…”
Section: Theoretical Frameworkmentioning
confidence: 99%
“…As Cook and Burress [17] state, it is necessary for the members to understand both the benefits of the cooperative (economic justification) and its role of common protection of the cooperative members, as compared to the individual risk. Problems and difficulties may arise when these elements are not well clarified [19].…”
Section: Group-capital Cohesionmentioning
confidence: 99%
“…It would also be interesting to do a similar investigation as this one on hotels in different categories to compare the results and find out which of the factors are common and which are different for the different categories. In addition, the idea of critical success factors could represent an appropriate development of this study for future research [80].…”
Section: Limitations and Recommendationsmentioning
confidence: 99%