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• W2023254257 abstract "Little attention has been devoted in extant literature to inter-firm dynamics that entails both cooperation and competition – also known as ‘coopetition’. This article contributes to extant knowledge by highlighting the complementarity-based nature of coopetition strategy and its impact on collective strategies for value generation among actors in three network settings. The empirical data collection draws on three cases encompassing three empirical contexts. The results show that managerial leadership and development of trust are the key success factors. Furthermore, this hybrid level of inter-organizational relationship encompassing both competition and cooperation – coopetition – fosters collective intelligence through information and knowledge sharing. This article concludes that coopetition strategy enhances the internal resources and market shares of competing actors. Thus, 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. From a managerial perspective, the findings demonstrate the multifaceted nature of coopetition. Additional work on the impact of the concept of coopetition strategy on business practice is needed to add to this valuable endeavour." @default.
• W2023254257 created "2016-06-24" @default.
• W2023254257 creator A5072080192 @default.
• W2023254257 date "2010-09-01" @default.
• W2023254257 modified "2023-10-01" @default.
• W2023254257 title "A study of inter-firm dynamics between competition and cooperation – A coopetition strategy" @default.
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• W2023254257 doi "https://doi.org/10.1057/dbm.2010.23" @default.
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