Coopetition in innovation activities and firms' economic performance: An empirical analysis

Peković, Sanja; Grolleau, Gilles; Mzoughi, Naoufel

doi:10.1111/caim.12335

Cited by 28 publications

(18 citation statements)

References 61 publications

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“…Given that retailers and customer–entrepreneurs are both downstream players wishing to sell as many cosmetics as they can to end‐customers, they often compete for the same consumer segments. Despite this competitive nature, interactions between customer–entrepreneurs and retailers are characterized by co‐opetition (Pekovic, Grolleau, & Mzoughi, 2020) because customer–entrepreneur agents buy cosmetics for re‐sale from retailer agents. The more sellers that buy products from retailers, the more revenue retailers will earn.…”

Section: Study Ii: Agent‐based Simuationmentioning

confidence: 99%

Customer entrepreneurship on digital platforms: Challenges and solutions for platform business models

et al. 2020

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Drawing on the mixed methods of qualitative research and agent‐based simulation, this study examines: (a) how end‐users use digital platforms to become customer–entrepreneurs undertaking commercial activities on platforms; and (b) how platform providers can convert this customer entrepreneurship into a revenue stream. Considering that end‐users have traditionally been defined as passive and uncharged actors in platform business models, an in‐depth understanding of their commercial activities and the viable revenue model to monetize this emerging customer practice is warranted. Our qualitative study reveals that customer–entrepreneurs make substantial use of platform offerings to advertise their products; communicate with end‐consumers; and accept payments. These commercial activities are largely exercised for free on platforms, even though they could otherwise serve as a source of revenue. On this point, our simulation results identify two pricing models achieving the generation of nearly identical revenues over time. First, platform providers may charge both advertising and transaction fees, which maximize the survival of professional customer–entrepreneurs. Second, platform businesses may levy advertising fees only, which maximizes the survival of informal customer–entrepreneurs operating on a micro‐scale and part‐time basis. This study offers theoretical, methodological, and managerial implications for platform studies.

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Section: Study Ii: Agent‐based Simuationmentioning

confidence: 99%

Customer entrepreneurship on digital platforms: Challenges and solutions for platform business models

et al. 2020

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“…There are several works that show the evidences of collaboration of competing companies to innovate and bring new products, services and solutions to market (Gnyawali & Park, 2011;Hung & Chang 2012;Ritala & Hurmelinna-Laukkanen 2009;Bouncken & Kraus, 2013;Bouncken & Fredrich, 2012;Pekovic, Grolleau, & Mzoughi, 2020;Bouncken, Fredrich, Ritala, & Kraus, 2018).…”

Section: Coopetition and Innovationmentioning

confidence: 99%

Coopetition as a Strategic Enabler of Innovation in Transition Economies

Zehir

Başar

2022

OPUS Toplum Araştırmaları Dergisi

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Transition economies have distinctive opportunities and challenges compared to other economies. Innovation is among the major contributors for development and welfare in countries with transition economies. Limited sources, environmental forces, rapid changes in technology, cost and complexity of research drive organizations to form strategic alliances with their competitors and prefer innovation through coopetition. Transition economies with their unique characteristics compared to other economies and potential of achievable benefits from innovation require particular attention. This study identifies, describes and discusses the promising areas of research methods and perspectives about innovation through coopetition in transition economies. A comprehensive critical evaluation of the underlying dynamics of innovation through coopetition and innovation in transition economies, aided by bibliometric mapping and analysis showed the promising enabling potential of coopetition for innovation in challenging conditions of transition economies. The viable and beneficial coopetition ideas and approaches are identified, represented and discussed to enable effective innovation in transition economies. The main features and challenging aspects of these ideas and approaches are explained in details.

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“…Lado et al (1997) argue that the combination of cooperative and competitive strategies creates syncretic rent. Similarly, recent studies (Raza-Ullah et al, 2014;Le Roy and Czakon, 2016;Pekovic et al, 2020) examine how firms manage cooperation and competition as opposites in unity to foster growth. However, these studies focus on advanced economies and treat coopetition as either a single variable or two independent but co-existing variables (cooperation and competition), fail to offer holistic insights into the dynamic and complex patterns of coopetition.…”

Section: Theoretical Background and Conceptual Model 21 Distinction And Interaction Between Cooperation And Competitionmentioning

confidence: 99%

“…Firms involved in both cooperative and competitive relationships engage in collaboration and competition simultaneously, which is known as coopetition (Brandenburger and Nalebuff, 1996;Bengtsson and Kock, 1999;Luo, 2007). Previous studies recognize the positive effects coopetition, the dynamic synergy between cooperation and competition, has on the focal firm's NPD (Pekovic et al, 2020;Bouncken et al, 2018;Estrada et al, 2016;Bengtsson and Johansson, 2014;Gnyawali and Park, 2011;Mention, 2011). However, as coopetition combines two contradictory logics governing inter-firm interaction (i.e.…”

Section: Introductionmentioning

confidence: 99%

The contingent effects of coopetition on new product development under dual institutional interactions: evidence from China

Shen

Gao

Chuan

et al. 2021

CMS

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Purpose Integrating the coopetition perspective with institutional theory, this study aims to determine how balanced patterns (BPs) and combinative patterns (CPs) of coopetition impact firms’ new product development (NPD) and how these effects are contingent on the various types of interactions between firms and the institutional environments in which they are embedded. Design/methodology/approach To test the hypotheses, 303 firms in China were surveyed. Based on the responses, the proposed model was estimated using structural equation modeling and hierarchical regression analysis. Findings The findings indicate that CP of coopetition enhances NPD but a BP of coopetition impedes NPD. Further, the results suggest that obtaining government support positively moderates the effect of the CP on NPD but negatively moderates the effect of the BP. Conversely, influencing government policy negatively moderates the effect of the CP but positively moderates that of the BP on NPD. Research limitations/implications The findings indicate that different patterns of inter-firm coopetition may have different effects on NPD, thus, providing a holistic and dynamic understanding of the contingent value of coopetition for NPD. The findings also suggest that the complex effects of coopetition on NPD are influenced by institutional interactions, introducing further contingencies to the process of coopetition-based innovation. Practical implications This study provides guidelines for managers seeking to fully understand and capitalize on the dual nature of coopetition: they should be cautious about the different patterns of competition – cooperation interaction and manage their interactions with institutional environments to increase the benefits and avoid the potential damage that different types of coopetition may bring. Originality/value This study offers direct insights into the balanced nature of coopetition and opens up an avenue for further exploration of the specific effects of cooperation dominance and competition dominance on firm performance in the business-to-business context. Moreover, the proposed contingency model offers a potential interface between institutional and coopetition research on NPD in marketing and strategic fields.

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Coopetition in innovation activities and firms' economic performance: An empirical analysis

Cited by 28 publications

References 61 publications

Customer entrepreneurship on digital platforms: Challenges and solutions for platform business models

Customer entrepreneurship on digital platforms: Challenges and solutions for platform business models

Coopetition as a Strategic Enabler of Innovation in Transition Economies

The contingent effects of coopetition on new product development under dual institutional interactions: evidence from China

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