How to adequately balance between competition and cooperation? A typology of horizontal coopetition

Hannachi, Mourad; Coleno, Francois-Christophe

doi:10.1504/ijesb.2012.049577

Cited by 13 publications

(10 citation statements)

References 31 publications

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“…The wine industry is a context in which coopetition is increasingly observed (Choi et al, 2010; Hannachi and Coléno, 2012). This traditional sector has a long history of cooperation between winemakers, and today, it is a very dynamic but highly competitive environment (Dana et al, 2013).…”

Section: Methodsmentioning

confidence: 99%

How do micro-firms manage coopetition? A study of the wine sector in France

Granata¹,

Lasch

Roy

et al. 2017

International Small Business Journal: Researching Entrepreneurs

105

191

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Research on coopetition – the simultaneous occurrence of competition and cooperation among firms – is usually limited to the realm of large firms. While some research has examined the motives and outcomes of coopetition among small- and medium-sized business, little is known about how coopetition is managed among micro-firms. The French wine sector is dominated by micro-firms, among which coopetition is common. Focusing on the Pic Saint Loup area in south-eastern France, this article analyses how micro-firms manage coopetition. While we observe similarities in coopetition with respect to large firms, a distinct micro-firm coopetition mode is identified: (a) contrary to expectations, the management of coopetition is highly formalised in micro-firms; (b) as with large firms, the management of micro-firm coopetition requires a separation between competition and cooperation, but such separation occurs outside the firm – in the form of a collective structure; and (c) in contrast to large firms, small firms exhibit an increase in individual-level dimensions of coopetition with decreasing firm size. We conclude that policy should encourage coopetition among micro-firms provided that it is tailored to micro-firm specificities.

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Section: Methodsmentioning

confidence: 99%

How do micro-firms manage coopetition? A study of the wine sector in France

Granata¹,

Lasch

Roy

et al. 2017

International Small Business Journal: Researching Entrepreneurs

105

191

View full text Add to dashboard Cite

show abstract

“…This information system has to ensure confidentiality of the strategic data of companies. The management of this information thus requires a third party which has the confidence of all the companies and which is able to ensure, at a given moment, the collection and sharing of the information needed by all the companies (Hannachi & Col eno, 2012). The question of the importance of such an information system and the difficulties of its implementation has already been investigated in other agricultural fields, specifically for high-value products with a high level of competition, such as champagne (Soler & Tanguy, 1998).…”

Section: Discussionmentioning

confidence: 99%

A simulation model to evaluate the effect of cooperation between grain merchants in managing GM and non-GM segregation for maize

Coleno¹,

Hannachi²

2015

Food Control

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GM and non-GM coexistence, as defined by the European commission, defines a product as non-GM if it contains less than 0.9% of GM material. To avoid the risk of mixing GM and non-GM in the supply chain it is recommended to separate the two flows with specialized infrastructure. But doing so it is not possible to separate all the product and it lead to an increase of the cost. Using a simulation model of supply chain management we show that if competing grain merchants cooperate by sharing their infrastructure it is possible to increase the quantity of GM and non-GM separated and to decrease the collection cost. Nevertheless such strategy will increase the transaction cost between competing companies.

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“…Our research contributes to the coopetition literature by showing for the first time how companies can successfully manage oligo-coopetition strategies in the absence of a moderating third party. More precisely, first, our research contributes to knowledge on coopetition strategy by showing how three distinct oligo-coopetitive strategies can co-exist on different stages of the value chain (e.g., Chiambaretto & Dumez, 2016), including vertical (e.g., Lacoste, 2012;Lechner et al, 2016;Soppe et al, 2014) and horizontal (Choi et al, 2010;Hannachi & Coléno, 2012) , with different levels of risk, costs, and innovativeness Bez & Chesbrough, 2020).…”

Section: Introductionmentioning

confidence: 86%