Interlinkages between coopetition and organisational innovation in Europe

Abstract

Purpose The purpose of this paper is to analyse the relationship between coopetition and organisational innovation in EU countries. As coopetition is usually studied from an inter-company perspective, this work looks in detail at the “ad intra” dynamics of the coopeting companies to understand how they adjust their organisation or implement organisational innovation to successfully adopt this original approach. Design/methodology/approach Using data from the Eurostat (CIS2014), this research offers a quantitative study into coopeting companies, relating coopetition to organisational innovation. The analysis technique used in this study is logistic regression with maximum likelihood estimation, where the dependent variable is the location of the coopeting companies. Findings The findings highlight specific characteristics and differences according to whether a company coopetes domestically or in other more complex geographic environments. It also incorporates variables into the analysis, such as the use of price marketing, employee training and company size. Originality/value This study provides insights into the relationship between coopetition and organisational innovation, in a research field that usually focusses on inter-company analysis. Several little-studied factors are included in the analysis, such as the role of employee qualifications and differences in coopetition in different geographic areas. The authors observe that, in certain locations, coopetition could be related to a “market entry” effect.

Striking the right balance in tension management. The case of coopetition in small- and medium-sized firms

“…Prior research has identified that coopetition, among other things, is a driver of value creation (Bengtsson et al , 2010; Novais Santos, 2021; Ritala, 2009; Ritala and Hurmelinna-Laukkanen, 2009), and innovation (Bicen et al , 2021; Chen et al , 2021; Navío-Marco et al , 2020; Park et al , 2014; Wu, 2014). The reduction of costs, to keep up with the competition, is a rationale for coopetition (Bengtsson and Kock, 2000; Luo et al , 2007; Morris et al , 2007).…”