Modeling gene regulatory networks (GRNs) is an important topic in systems biology. Although there has been much work focusing on various specific systems, the generic behavior of GRNs with continuous variables is still elusive. In particular, it is not clear typically how attractors partition among the three types of orbits: steady state, periodic and chaotic, and how the dynamical properties change with network’s topological characteristics. In this work, we first investigated these questions in random GRNs with different network sizes, connectivity, fraction of inhibitory links and transcription regulation rules. Then we searched for the core motifs that govern the dynamic behavior of large GRNs. We show that the stability of a random GRN is typically governed by a few embedding motifs of small sizes, and therefore can in general be understood in the context of these short motifs. Our results provide insights for the study and design of genetic networks.

Although Airbnb debuted in 2008, incumbent lodging firms did not fully recognize it as a legitimate competitor for several years. However, as Airbnb made inroads into the accommodation business, hotel firms and their investors started to take notice and to legitimize its disruptive role. In this paper, we investigate investors’ awareness of the disruptor Airbnb as a competitor of incumbent lodging firms. Specifically, we assess the effect of awareness on incumbent hotel management and hotel property owner firms. Employing an event study methodology, our analysis finds that Airbnb performance milestones negatively affect incumbents’ market value. This research contributes to our understanding of the role played by investors and financial analysts in shaping competitive markets by legitimizing an industry disruptor and by spurring competitive action among incumbent firms.

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Purpose Coopetition is the simultaneous cooperation and competition among firms operating in a specific market. It is particularly relevant in tourism where many competing suppliers (hotels in this case) contribute to the facilitation and delivery of the tourism product, i.e. the destination. By engaging in cooperative arrangements, firms can increase the attractiveness and competitiveness of the tourism product and subsequently demand for individual firms. This study aims to explore the three types of benefits derived from cooperative relationships in the context of the hotel industry, as well as the link between coopetition and market performance. Design/methodology/approach This study adopts several scales from prior research to survey 475 hotels in the USA. Specifically, respondents were asked to evaluate their performance with regard to the three benefits of coopetition. The responses were used to model the benefits of coopetition as a higher-order construct in a two-stage partial least squares model. In the second stage, the higher-order construct was linked to perceived hotel performance and the respondents’ RevPAR index. Findings The results show that perceived benefits from coopetition are positively associated with hotel performance. Specifically, the model depicts positive links between the coopetition construct and the hotels’ perceived performance, as well as their RevPAR index. Interestingly, the results were not as strong for index performance and may be due to the relative nature of the measure. Research limitations/implications This study supports the notion that coopetition alliances between hotels provide a viable avenue for performance growth. Specifically, managers should consider working together to allocate resources strategically to grow the pie. It is important that managers measure the benefits of cooperative relationships outside of competitive index scores as these metrics may be relative to the cooperative arrangement. Originality/value The study is the first to investigate the three benefits of coopetition in the context of the hotel industry. Specifically, it is the first to establish a positive link between firm coopetition and perceived performance in the hotel industry at the firm level.

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