Coopetition and sustainable competitiveness in business ecosystem: a networks analysis of the global telecommunications industry

Aggressive or not aggressive: the different role of ego-network dynamics and density in the international network

“…Competitive aggressiveness includes not only the quantity of the competitive actions, but also the diversity of competitive varieties (Gnyawali and Madhavan, 2001;Andrevski et al, 2016;Panda, 2019;Zhang and Guan, 2019). There are many varieties of competitive actions, such as new product promotion, price adjustment and a series of other firm's actions to maintain or improve their competitive position in the coopetition network (Ndofor et al, 2011;Miri-Lavassani, 2017;Kim et al, 2018;Dhamal et al, 2020). Existing studies have shown that complex competitive actions require competitors to spend a lot of time to understand and then develop counterattack strategies (Tong and Reuer, 2010).…”

Understanding the relationship between networks, startup risk-taking behaviour, and digitalization: the role of ecosystem coopetition

“…As Bengtsson and Kock (2000) proposed, entities participating in coopetition activities do not necessarily have to be in the same industry but can also be other related companies, such as banks and car manufacturers. In the ecosystem, coopetition strategy is important for all entities, such as universities and incubators (e.g., Clarysse et al, 2014;Miri-Lavassani, 2017;Theodoraki, Messeghem, & Audretsch, 2020). If it is assumed that there is an ecosystem in a certain geographic area or virtual range, we can infer that there are corresponding coopetition activities between the research objects.…”

“…More specifically, we explore the impact of coopetition at the ecosystem level, as ecosystem approaches pay special attention to coopetition activities among partners (Adner & Kapoor, 2010: 309). Coopetition may create a sophisticated balance to facilitate the sustainable development of ecosystem and may help companies form their competitive advantages (Banc & Messeghem, 2020;Basole, Park, & Barnett, 2015;Miri-Lavassani, 2017;Watanabe, Kondo, Ouchi, & Wei, 2004). There have been studies exploring the impact of the team coopetition climate on individuals (e.g., David, Kim, Rodgers, & Chen, 2021), but little is known about the influences of coopetition at the entrepreneurial ecosystem level.…”

The synergistic effect of the industrial international competitiveness and coopetition network position on market share: evidence from global automobile industry

“…With the globalization of the economy and the rapid development of Web informatization, the close economic ties between countries make them participate in the international division of labor and embed in different production links in the global value chain by their labor force, resource endowment, technology level and other factors (De Marchi et al , 2020; Dagar, 2021). Firms seek partners globally and jointly divide the global market share, and coopetition networks, thus, previously confined to one country have gradually broken through the boundaries of countries (Fang, 2006; Miri-Lavassani, 2017; Shu et al , 2017). And Vahlne and Johanson (2019) also point out that most notably the process of globalization is best understood as a driver of the evolution of the multinational business enterprise.…”