Purpose -Coopetition is a revolutionary mindset that combines competition and cooperation. This paper aims to determine and to examine success factors critical to coopetition strategy management and to explore the identified factors in Hong Kong manufacturing. Design/methodology/approach -Based on a literature review and expert interviews following the analytic hierarchy process, this paper identifies and prioritizes seven critical success factors and 17 critical success sub-factors comprising three success factor categories: management commitment, relationship development, and communication management. Findings -The results show that management leadership and development of trust are the most important success factors. Based on the factors identified, the authors propose a hierarchical model for coopetition strategy management, which has been validated in Hong Kong industry to facilitate the formulation of action plans for better coopetition management. Practical implications -The prioritization of critical success factors and sub-factors can help practitioners understand their relative importance and develop improvement plans in cases where they lack sufficient resources to deal with all factors simultaneously. Originality/value -This paper identifies the critical factors for implementing coopetition and also validates and prioritizes them in Hong Kong manufacturing industry. It provides valuable information that can help manufacturers accomplish coopetition.

No abstract

No abstract

Conflict and conflict management are critical research issues in client-supplier collaborative new product development (NPD). A recent study found that conflict intensity and conflicthandling styles affect collaborative NPD performance. In this paper, we explore the relationships of four NPD project factors, namely product technical complexity, product certainty, task interdependence and the relative power of supplier, to conflict intensity and suppliers' adoption of integrating and dominating conflict-handling styles. Research findings based on survey data collected from 193 suppliers provide a clear insight into the conflict intensity and suppliers' adoption of conflict-handling styles for NPD projects of various characteristics, which enables better planning for conflict management and helps improve NPD performance.supplier collaboration. Lam and Chin (forthcoming) extended the conflict research in NPD from an intra-organizational to interorganizational level (between organizations). They studied conflict and its management in client-supplier collaborative NPD, and found that conflict intensity and conflict handling styles affect NPD performance. This paper tries to enrich the conflict research in clientsupplier collaborative NPD by empirically exploring the relationships of four NPD project factors, namely product technical complexity, product certainty, task interdependence and the relative power of supplier, to conflict intensity and suppliers' adoption of integrating and dominating conflict handling styles. Identification of these relationships could provide a clear insight into the conflict intensity and suppliers' adoption of conflict handling styles for NPD projects of various characteristics, which enables better planning for conflict management and helps improve NPD performance.

No abstract