Coopetition between SMEs: an empirical study of French professional football

Robert, Frank; Marquès, Pierre; Roy, Frédéric Le

doi:10.1504/ijesb.2009.024103

Cited by 68 publications

(66 citation statements)

References 25 publications

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“…Belderbos [48] postulated a positive effect on both sales per employee and labor productivity in innovating Dutch corporations. Furthermore, Robert et al [57] argue that coopetition influences the economic performance of French football clubs positively, but does not have an impact on their sporting results. Summarizing, a solid number of studies in various sectors conducted in different manners prove that coopetition has the potential to provide positive effects [21,[58][59][60][61].…”

Section: Effects Of the Coopetition And Evaluationmentioning

confidence: 99%

Analyzing the Coopetition between Tourism and Leisure Suppliers—A Case Study of the Leisure Card Tirol

et al. 2018

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Even though coopetition in the context of tourism is not new, research lacks concrete examples within the leisure business and about its effects on local communities. Hence, this study investigates a super-regional alliance of tourism and leisure suppliers as well as its effects on the community in the region of Tyrol, Austria. In the framework of 60 guided interviews, all organizations engaged in the Leisure Card Tirol (LCT) were contacted and questioned. The analysis of the qualitative data shows the motives for joining the alliance are either economic or non-economic in nature, and thus the alliance is evaluated differently by the various suppliers. Several corporations including swimming pools, ice skating rinks, museums, a football stadium (limited access), and mountain railway companies attract more locals to consume leisure (a partly merit good) due to their membership in the LCT alliance. However, the suppliers' heterogeneity in respect of their management (governmental, private, and mixed forms) is suggested to be the reason behind the LCT's financial survival. In summary, intentional coopetition in the context of a super-regional year-around pass may be a sustainable model of increasing a local community's welfare by providing affordable leisure activities, although some minor and major issues on the part of the suppliers might occur.

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Section: Effects Of the Coopetition And Evaluationmentioning

confidence: 99%

Analyzing the Coopetition between Tourism and Leisure Suppliers—A Case Study of the Leisure Card Tirol

et al. 2018

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“…Le Roy and Czakon (2016) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 T e a m P e r f o r m a n c e M a n a g e m e n t al., 2007;Neyens et al, 2010;Peng et al, 2012;Quintana-García & Benavides-Velasco, 2004;Robert et al, 2009), others a negative link (Kim & Parkhe, 2009;Nieto & Santamaría, 2007;Ritala et al, 2008) and the two remaining studies mixed effects (Luo et al, 2007;Oum et al, 2004). In their study on French football clubs, Robert et al (2009) substantiated that coopetition does not improve their sporting performance, but does improve their economic performance.…”

Section: Coopetition and Performancementioning

confidence: 98%

“…In their study on French football clubs, Robert et al (2009) substantiated that coopetition does not improve their sporting performance, but does improve their economic performance.…”

Section: Coopetition and Performancementioning

confidence: 99%

“…In sport, this notion of coopetition is highly relevant in the sense that if opponents are competitors on the field, they need each other to produce the competition and, as such, they are economic partners. Some articles have dealt with coopetition in professional football (Lardo, Trequattrini, Lombardi & Rosso, 2016;Robert, Marques & Le Roy, 2009). In cycling, coopetition is even more relevant because it is not limited to teams agreeing to compete in the same event (economic cooperation) but it is also present during the race itself (sporting cooperation).…”

Section: Introductionmentioning

confidence: 99%

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Temporary organizational forms and coopetition in cycling

Scelles

Mignot

Cabaud³

et al. 2018

TPM

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Purpose: In road cycling races, one of riders' main objectives is to win stages, which most often requires breaking away from the pack of riders. What is it that makes a breakaway succeed, i.e. enable one of its members to win the stage? Originality/value: The present study adds to the literature on temporary organizational forms, coopetition and cycling performance by analyzing within-stage data in cycling and, as such, enabling to capture its strategic dimension.

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“…in general (Akdoğan & Cingšz, 2012;Czakon, 2009), on knowledge sharing (Levy, Loebbecke, & Powell, 2003), innovation (Robert, Marques, & Le Roy, 2009), conflict (Tidström, 2009), and within specific industries such as financial (Brolos, 2009), and IT (Gueguen, 2009). It thereby bridges the benefits of coopetition from for-profits to hybrids, social enterprises in the third sector.…”

Section: Summary Of Contributions Of the Studymentioning

confidence: 99%

How Australian social enterprises use strategic marketing and social marketing to drive accountability and change for sustainable development

Herbst¹

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Globalisation, population growth and climate change are ushering in rising societal concerns. In response, new approaches need to continue being fostered in research, production and marketing to address sustainability. Initiatives by a cross-section of businesses, government and community working in partnerships seem to offer the best chance to catalyse societal transformation.Against this backdrop, social enterprises are an incubator for implementing activities within society to produce commercial and social value. They have social, economic and often environmental imperatives embedded in their core objectives. These organisations are historically characterised by entrepreneurship, innovation and the willingness to take risks to create and exploit marketplace opportunities. They undertake projects in the face of constraints imposed by limited resources while serving numerous constituents. However, there is a dearth of empirical research on their strategic marketing and social marketing activities in conjunction with their accountability for social impacts.A multiple case study protocol was therefore employed to examine how strategic marketing, social marketing and accountability were applied as mechanisms across diverse Australian social enterprises to achieve sustainable missions. Findings showed the organisations' marketing functions go beyond traditional approaches to ensure viable income streams. They catered to broader target audiences by offering two-tiered price schemes, developing products in concert with customers, promoting a sustainable place, and engaging in two-way communication to influence policy. Deep collaboration between social enterprises and stakeholders included joining forces with competitors to enhance resources and capabilities.Results on social marketing reflected tailored community-based interventions brought a range of environmental benefits, taught skills for employment, and provided a voice for marginalised members of communities who might not otherwise have an outlet. Successful outcomes led to iv replication of unique business models in some cases. Notably, collaboration and competition with target audiences occurred both vertically and horizontally in marketing channels. These findings extend theory on coopetition in the third sector, highlighting the value of using a systems framework, the social ecological model, underpinned by co-creation of social value. The research contributes empirical evidence to an important but under-researched area within strategic marketing management on interorganisational relations.Data from social enterprises that carried out comprehensive forms of reporting also provided insights to the emerging area of integrated reporting for conveying a more meaningful approach than standalone social audits issued to constituents apart from financial reports. Findings demonstrated that smaller organisations have the ability to issue a clear, cohesive account of their triple bottom line. This study thus adds practical contributions of cases using integra...

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Coopetition between SMEs: an empirical study of French professional football

Cited by 68 publications

References 25 publications

Analyzing the Coopetition between Tourism and Leisure Suppliers—A Case Study of the Leisure Card Tirol

Analyzing the Coopetition between Tourism and Leisure Suppliers—A Case Study of the Leisure Card Tirol

Temporary organizational forms and coopetition in cycling

How Australian social enterprises use strategic marketing and social marketing to drive accountability and change for sustainable development

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