Coopetition Under Alliance? Applying Awareness-Motivation-Capability Competitive Dynamics Perspective

Chang, Wei‐Lun; Chiu, Chia-Ling

doi:10.3846/16111699.2016.1181670

Cited by 16 publications

(11 citation statements)

References 31 publications

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“…J. Chen and Miller 2015). Recently, scholars mobilized this framework to examine coopetitive interactions in the airline industry ( W. L. Chang and Chiu 2016).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Collaboration often presents challenges to participants, particularly when there is a real or perceived divergence between the individual interests of participants in a collaborative arrangement and the collective interests of the collaborative endeavor as a whole (Fyall, Garrod, and Wang 2012). Competitors typically display high degrees of market commonality and resource similarity, which may elicit competitive tensions and thus increase the risk of opportunism in collaboration ( W. L.Chang and Chiu 2016).…”

Section: Introductionmentioning

confidence: 99%

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Competitor Perceptions in Tourism Coopetition

Czakon

Czernek-Marszałek

2020

Journal of Travel Research

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Our study aims at understanding how coopeting tourism managers perceive their competitors. Competitor perceptions are consequential because they have implications for interfirm relationships. Collaboration with competitors offers benefits otherwise unattainable, such as improved destination marketing, more successful attracting of tourists, increased tourism product complexity, and better service, but is used to various degrees by tourism firms. We use a purposeful sampling procedure for maximum heterogeneity to select interviewees from Polish tourism DMO member firms. We inductively code and thematically group their perceptions to find that tourism managers develop a detailed understanding of collaboration with competitors and precisely identify their competitors, but interpret this so as to either facilitate collaboration or to remain in rivalrous mode, depending on their behavioral disposition. We propose a framework for developing perceptions with mindsets in a pivotal role.

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“…J. Chen and Miller 2015). Recently, scholars mobilized this framework to examine coopetitive interactions in the airline industry ( W. L. Chang and Chiu 2016).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Competitor Perceptions in Tourism Coopetition

Czakon

Czernek-Marszałek

2020

Journal of Travel Research

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“…Zhang and Frazier (2011) also points out that strategic alliances are form of coopetition. In line with, Chang and Chiu (2016) discusses whether members of strategic airline alliances make coopetition or not and the study reveals that competitors whose resources are similar high with low market commonality may cooperate via resource allocation. Chiambaretto and Fernandez (2016) researches coopetition and alliance portfolio through the example of Air France to explore the formation of the Alliance portfolio and its development over time.…”

Section: Literature Reviewmentioning

confidence: 89%

Coopetition Strategy: A Research On Traditional Airlines

Tanrıverdi¹,

Küçükyilmaz²

2018

Gaziantep University Journal of Social Sciences

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Employed by two or more competitor companies particularly in highly competitive markets, the coopetition strategy is a business strategy where competition goes hand in hand with cooperation. Airline companies employ coopetition strategy to overcome such unfavorable conditions and to achieve sustainable competitive advantages. For that purpose, they make agreements with competitor airline companies within or apart from the strategic alliances. The purpose of this study is to identify the experiences of the airline companies practicing coopetition strategies. To that end, semi-structured interviews have been carried out with senior managers of five traditional airlines. The primary result of the study is that the coopetition strategy is indispensable for the sustainability of the airline business. Another remarkable result is that competition boards are required to lead up practices which will benefit airline companies. ÖzOrtaklaşa rekabet stratejisi, iki ya da daha fazla rakip işletme tarafından özellikle rekabet yoğun pazarlarda kullanılan, rekabet ve işbirliğinin aynı anda gerçekleştirildiği bir işletme stratejisidir. Havayolu şirketleri, kendileri için istemedikleri bazı olumsuzlukların üstesinden gelmek ve sürdürülebilir rekabet avantajı kazanmak için ortaklaşa rekabet stratejisini kullanmaktadır. Bu doğrultuda, rakip havayolu şirketleri ile stratejik havayolu ittifakları dahilinde ve haricinde anlaşmalar yapılmaktadır. Bu araştırmanın amacı, ortaklaşa rekabet stratejisini uygulayan havayolu şirketlerinin deneyimlerinin ortaya konmasıdır. Bu amaçla, beş geleneksel havayolu şirketinin üst düzey yöneticisi ile yarı yapılandırılmış görüşme yapılmıştır. Araştırmada ortaya çıkan temel sonuç, ortaklaşa rekabet stratejisinin havayolu sektörünün sürdürülebilirliği için olmazsa olmaz olduğudur. Bir diğer kayda değer sonuç ise rekabet kurullarının havayolu şirketlerine fayda sağlayacak uygulamaların önünü açması gerektiğidir.

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“…"attendant" and "flight". Referring to previous studies (e.g., [13,29,30,43,[61][62][63]), we coded each word group as follows: 1. "business class service", 2.…”

Section: Measurement and Codingmentioning

confidence: 99%

Perceptions of Customers as Sustained Competitive Advantages of Global Marketing Airline Alliances: A Hybrid Text Mining Approach

Seo

Itoh

2020

Sustainability

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Over the past several decades, the aviation industry has been reshaped, centering on global alliances, and these have grown exponentially. However, it is still not clear whether they are achieving sustained competitive advantages, and what are the specific competitive advantages of the three alliances (oneworld, SkyTeam, Star Alliance) arising on the customer side. This study aims to examine whether global alliance groups outperform the non-alliance group, how the three alliances differ regarding passengers’ perceptions, and what their competitive advantages are. A hybrid text mining analysis was adopted as this study’s method. Frequency tests, t-tests, one-way analysis of variance tests, and three-step mediated regression analyses were performed using 6393 ordinal and word-of-mouth (WOM) data. We found that the degree of passengers’ perceptions of alliances was low, the non-alliance group outperformed the alliance groups, and there were no significant differences between alliances on service rating and sentiment score. Only oneworld has competitive advantages that link to passengers’ service rating and sentiment score. These findings imply that alliances could not ensure competitive advantages that derive from customers’ perceptions, and although passengers partly perceived several selling points, their differentiation strategies are not successful.

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Coopetition Under Alliance? Applying Awareness-Motivation-Capability Competitive Dynamics Perspective

Cited by 16 publications

References 31 publications

Competitor Perceptions in Tourism Coopetition

Competitor Perceptions in Tourism Coopetition

Coopetition Strategy: A Research On Traditional Airlines

Perceptions of Customers as Sustained Competitive Advantages of Global Marketing Airline Alliances: A Hybrid Text Mining Approach

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