Innovation through Coopetition: Future Directions and New Challenges
Abstract
:1. Introduction: Context and Research Questions
- (1)
- the typologies of coopetitive situations (dyadic rather than multiple, like in business networks, or horizontal rather than vertical [5]);
- (2)
- the process (spontaneous rather than guided also through top-down initiatives of Institutional partners);
- (3)
- (4)
- (5)
- the impacts of coopetition, both in terms of the nature of relationships (economic rather than social, for example) and with reference to the inter-firm relationship rather than to the single participating actor ([12]). As regards the intangible effects of coopetition, there are still very interesting aspects, not adequately studied, especially in terms of ex-ante vs ex-post evaluations when engaging into a collaboration.
2. Theoretical Framework and Literature Review: Methods
a firm which has some cooperation relationships with firms that are, at the same time, competitors in some other market (Dowling, Roering, Carlin & Wisnieski, 1996) or mainly in the same market.
- The partnering coopetition type takes place in contexts characterized by high cooperation—share of common goals and interests—and low competition—little disagreements in strategies and market to serve.
- The adapting coopetition type occurs in front of high cooperation–high competition situations. There is substantial incongruence in their individual approaches, but they cooperate owing to the following interconnections between their relative relationship-specific investments.
- The isolating coopetition type corresponds to low cooperation–low competition situations in which the actors have not relevant relationships with just a weak connection [48].
- Weak levels of both competition and cooperation determine a weak coopetition; strong cooperation and competition generate cooperation-dominant coopetition; strong competition determines competition-dominant coopetition if the cooperation is weak and balanced strong coopetition if also cooperation is strong.
- The intensity of cooperation of a focal firm with its partners has a positive relationship with the firm’s coopetition-based innovation up to a certain level, after which the benefits of cooperation start declining;
- The effect of balanced strong coopetition on the focal firm’s coopetition-based innovation is greater than the competition-based innovation and the cooperation-based innovation.
3. Conclusions
Funding
Conflicts of Interest
References
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Documents | 430 |
Sources (Journals, Books, etc.) | 232 |
Keywords Plus (ID) | 816 |
Author’s Keywords (DE) | 1204 |
Period | 1996–2018 |
Average citations per documents | 18.11 |
Authors | |
Author Appearances | |
Authors of single authored documents | 54 |
Authors of multi authored documents | 786 |
Documents per Author | 0.512 |
Authors per Document | 1.95 |
Co-Authors per Documents | 2.44 |
Collaboration Index | 2.21 |
Papers | Total Cit. | TC Per Year |
---|---|---|
1 TSAI WP, 2002, ORGAN SCI | 685 | 42.81 |
2 BENGTSSON M, 2000, IND MARKET MANAG | 524 | 29.11 |
3 LECHNER C, 2003, ENTREP REGION DEV | 310 | 20.67 |
4 CARAYANNIS EG, 2009, INT J TECHNOL MANAGE | 207 | 23.00 |
5 GNYAWALI DR, 2011, RES POLICY | 199 | 28.43 |
6 LECHNER C, 2006, J BUS VENTURING | 188 | 15.67 |
7 GNYAWALI DR, 2009, J SMALL BUS MANAGE | 176 | 19.56 |
8 LUO XM, 2006, J MARKETING | 162 | 13.50 |
9 LUO YD, 2007, J WORLD BUS | 151 | 13.73 |
10 RITALA P, 2009, TECHNOVATION | 144 | 16.00 |
11 GNYAWALI DR, 2006, J MANAGE | 138 | 11.50 |
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13 QUINTANA-GARCIA C, 2004, TECHNOVATION | 125 | 8.93 |
14 LUO YD, 2005, J WORLD BUS | 121 | 9.31 |
15 CHEN MJ, 2008, J MANAGE INQUIRY | 114 | 11.40 |
16 KETCHEN DJ, 2004, J MANAGE | 109 | 7.79 |
17 MENTION AL, 2011, TECHNOVATION | 108 | 15.43 |
18 BENGTSSON M, 2014, IND MARKET MANAG | 103 | 25.75 |
19 WU ZH, 2010, J OPER MANAG | 102 | 12.75 |
20 RITALA P, 2012, BRIT J MANAGE | 95 | 15.83 |
Main Authors | ||
---|---|---|
Bradenburger and Nalebuff [23] | 1996 | “Co-opetition is a new way of thinking about business. Some people see business entirely as competition. They think doing business is waging war and assume they can’t win unless somebody else loses. Other people see business entirely as co-operation-teams and partnerships. But business is both co-operation and competition” |
Bengtsson and Kock [24] | 1999 | “In any specific relationship elements of both cooperation and competition can be found, but one or the other of these elements can in some cases be tacit. If both the elements of cooperation and competition are visible, the relationship between the competitors is named coopetition” |
Lado, Boyd, and Hanlon [20] | 1997 | “Firms can generate economic rents and achieve superior, long-run performance through simultaneous competition and cooperation” |
Soubeyran [25] | 2002 | “When competitors cooperate there is a continuous tension between competition and cooperation… In practice this means that two firms can cooperate within for example purchasing and service, simultaneously as they compete within manufacturing and marketing… These firms are not solely competitors or rivals in a traditional sense, but they are also partners who cooperate” |
Levy, Loebecke, Powell [8] | 2003 | “Co-opetition entails sharing knowledge that may be a key source of competitive advantage. Yet, the knowledge gained by cooperation may also be used for competition. However, there is little investigation of how this problem may be modelled and, hence, managed. A game-theoretic framework for analyzing inter-organizational knowledge sharing under co-opetition and guidelines for the management of explicit knowledge predicated on coordination and control theory has been proposed but remains untested” |
BarNir [26] | 2002 | “Simultaneous(ly) cooperative and competitive behavior” |
Dagnino, Padula [10] | 2007 | “Coopetition is a matter of incomplete congruence of interests and goals concerning firms’ interdependence” |
Luo [5] | 2005 | Coopetition is “to create a bigger business pie, while competing to divide it up” |
Eikerbokk, Olsen [13] | 2005 | “Simultaneous cooperation and competition” |
Gnyawali, He and Madhavan [7] | 2008 | “Coopetition affects firms’ competitive behavior, resource asymmetries in coopetitive networks may lead to different competitive actions” |
Padula, Dagnino [10] | 2007 | Coopetition is “the intrusion of competition in a cooperative game structure” |
Luo [27] | 2004 | “Coopetition is the simultaneous competition and cooperation between two or more rivals competing in global markets” |
Slywotzky [28] | 2007 | “Coopetition emphasizes the mixed-motive nature of relationships in which two or more parties can create value by complementing each other’s activity” |
Wang and Krakover [29] | 2008 | “Manage the relationship between cooperation and competition, individual benefits and common benefits in order to achieve success for tourism destination and their individual businesses” |
Bengtsson [23] | 2010 | “Coopetitive relationships offer the advantage of a combination of the need to innovate in new areas as a result of competition while accessing new resources as a consequence of cooperation” |
Gnyawali [30] | 2011 | Coopetition consists in managing dyadic and horizontal supply chain relations between suppliers “in order to avoid competitive forces from prevailing or diminishing” |
Ritala [31] | 2012 | Coopetition is “having a certain number of competitors in the total portfolio of alliance partners—and on the business environments in which such a strategy is successful” |
Hsieh et al. [32] | 2013 | “Coopetition is a business strategy based on a combination of cooperation and competition, derived from an understanding that business competitors can benefit when they cooperate” |
Park, Srivastava, Gnyawali [33] | 2014 | Coopetition and firms’ innovation performance, concept of balanced coopetition (when competition is moderately high and cooperation is high) |
Dahal [34] | 2014 | Coopetition as a process—how cooperative interactions change as competitors acquire new experiences from mutual cooperation and their external environment changes |
Wu [35] | 2014 | Dynamics of cooperation between competitive actors in R&D development, that can foster both product innovation, concentrating of the implications of both firm specific capabilities and of external linkages (with universities and research institutes) |
Ritala et al. [36] | 2014 | Coopetition-based business models are important to put coopetitive strategies into practice and how much value can be created and which portion can be captured by the firm |
Other Sources | ||
Della Corte V., Aria M. [4] | 2016 | “Coopetition highlights the need to overcome the oversimplified framework at the base of conventional approaches and proposes a description of more complex market structures where cooperation and competition merge together to form a new perspective. By widening the conventional boundaries of the two more familiar categories of competition and cooperation, coopetition challenges the traditional framework addressing the surge of complexity of actors’ roles, strategies, objectives, processes and rent seeking behaviours” |
Umachandram [37] | 2018 | A constructive tension where both competition and cooperation between agents are pursued, contributing to their mutual benefit. Coherent behavior within a system arises from the interplay of competition and cooperation among the agents |
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Della Corte, V. Innovation through Coopetition: Future Directions and New Challenges. J. Open Innov. Technol. Mark. Complex. 2018, 4, 47. https://doi.org/10.3390/joitmc4040047
Della Corte V. Innovation through Coopetition: Future Directions and New Challenges. Journal of Open Innovation: Technology, Market, and Complexity. 2018; 4(4):47. https://doi.org/10.3390/joitmc4040047
Chicago/Turabian StyleDella Corte, Valentina. 2018. "Innovation through Coopetition: Future Directions and New Challenges" Journal of Open Innovation: Technology, Market, and Complexity 4, no. 4: 47. https://doi.org/10.3390/joitmc4040047