Does competitive aggressiveness negatively moderate the relationship between coopetition and customer satisfaction performance?

Abstract

Although the existing marketing literature suggests that coopetition (simultaneous cooperation and competition) drives customer satisfaction performance, it is unclear whether hostile relations between industry rivals distorts this link. Thus, under resource-based theory and the relational view, this current paper examines the coopetition-customer satisfaction performance relationship under different degrees of competitive aggressiveness. Survey responses were obtained from a sample of 101 small wine producers in New Zealand, with such data passing all major reliability and validity checks (and common method bias). The results indicated that while coopetition has a positive association with customer satisfaction performance, this link is negatively moderated by competitive aggressiveness. These findings emphasise that on its own, coopetition is comprised of balanced levels of cooperativeness and competitiveness. Yet, competitively aggressive behaviours serve as firmwide actions that can unhinge the coopetition paradox and prevent businesses from satisfying their customers' wants and needs.

Editorial: A tribute to Dr Todd Morgan’s research on the marketing/entrepreneurship interface

“…Instead, there is a large collection of investigations that have highlighted various routes that owner-managers can follow to operate within their competitive business environments, overcome adversities and cope with macro-level shocks (e.g. the COVID-19 pandemic) (in line with Baker and Sinkula, 2009; Jones and Rowley, 2011; Miles et al , 2015; Morrish and Jones, 2020; Crick, 2022; Hamzah et al , 2023). To that end, there is not a single-agreed way that summarises the orchestration of EM strategies (Hansen et al , 2020).…”

Coopetition within the entrepreneurial ecosystem: startups’ entrepreneurial learning processes and their implications for new venture performance

“…The RBV has been used by many studies in the field of coopetition and ecosystem (Crick, 2021a; Crick, 2021b; Crick and Crick, 2021a; Sraha et al , 2020). It assumes that organizations own tangible and intangible resources, and resources can be transformed into unique capabilities (Amit and Schoemaker, 1993).…”

“…Resources and capabilities form a firm’s competitive advantage and their heterogeneity explains why some firms perform differently (Hunt, 2018; Barney, 2018; Barney et al , 2021). Under this assumption, adolescent companies may inevitably face many resource disadvantages (Crick, 2021a). The entrepreneurial ecosystem, which considers all relevant elements that affect entrepreneurial activities, may provide resources for the relatively disadvantaged startups (Jacobides et al , 2018).…”