While scholars have analyzed the emergence and characteristics of social enterprises, and their internal tensions between conflicting logics, we have little understanding of the dynamics at the interorganizational level between social enterprises. Based on an in-depth, qualitative study with work integration social enterprises in the secondhand clothes industry, we uncover the dynamics of simultaneous cooperation and competition. Our analysis shows that social enterprises simultaneously—rather than sequentially—engage in coopetitive actions at three levels of action: operational, stakeholder, and environmental interface. At each level, social enterprises engage in different coopetitive actions that do not easily fall under the commercial–social tension usually studied in the social entrepreneurship literature. Social and economic goals motivate both competition and cooperation, but we argue that this plays out differently at each level of coopetition. We conclude with implications for theory and practice.

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This paper examines the choice of affiliation or no affiliation to a large hotel chain from the viewpoint of luxury hotel property owners in Germany. Grounded in transaction cost theory, this study identifies how uncertainty and frequency influence the owners’ choice of unaffiliated operation and affiliation. The study augments the traditional governance literature in the field of the hotel by shedding light on the market/hierarchy decision of property owners rather than on the market entry strategies of international hotels firm. Through a multiple regression analysis on a sample of 122 existing five-star hotels in Germany, this study provides new empirical evidence that a frequent contract conclusion with the same hotel chain and a “hotel unrelated” background of the owner increases the likelihood of affiliation. In contrast to what transaction cost theory traditionally predicts, our results reveal that uncertainty is not influencing the owners’ market/hierarchy decision.

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