Managing conflict and trust as coopetition within alliance partnerships in an emerging economy

Shen, Hao; Gao, Yu; Zhang, Chenlu

doi:10.4102/sajbm.v50i1.467

Cited by 6 publications

(3 citation statements)

References 96 publications

(201 reference statements)

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“…[119,120]); 2) financial outcomes, which are the inverse of the benefits achieved, and therefore are expressed in increased operating costs or reduced revenues [36]; 3) organizational effects, which may have the opposite effect to benefits, i.e., a worsening of the processes involved or less flexible operation [121]; and 4) positional effects, which express a reduction in the bargaining power compared to the entities outside the inter-organizational arrangement [65]. In addition, the frequently indicated risks of cooperation and/or coopetition include a risk of knowledge leakage [106], conflicts between partners [122], and the possibility of opportunistic behaviors appearing [123,124].…”

Section: Plos Onementioning

confidence: 99%

A company’s relational strategy: Linkage between strategic choices, attributes, and outcomes

Zakrzewska-Bielawska

Lewicka²

2021

PLoS ONE

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Nowadays, the idea of firms’ atomization is rejected and companies are perceived as entities embedded in inter-organizational relationships and their configurations, including dyads and networks. The relational view in strategic management thus prompts research on a firm’s relational strategy. This paper taps this gap considering links between strategic choices and attributes of a company’s inter-organizational relationships, as well as the outcomes achieved by collaboration with different groups of stakeholders. We test the model based on research carried out on a representative sample of 400 enterprises operating in Poland and on international markets. The results of structural equation modeling show that 1) the outcomes of collaboration reflect market benefits and are dependent on the durability of the inter-organizational relationships and the heterogeneity of the supply chain relationships, 2) durability as an attribute of the relational strategy depends on the choice of how to create and appropriate value, and 3) in turn, the attribute of heterogeneity of the relational strategy depends on what type of partners are selected. Thereby, we deliver managerial implications on how to create a relational strategy to achieve a relational rent and better a company’s market position.

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Section: Plos Onementioning

confidence: 99%

A company’s relational strategy: Linkage between strategic choices, attributes, and outcomes

Zakrzewska-Bielawska

Lewicka²

2021

PLoS ONE

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“…Further, the existing research in this regard deals mostly either with the multinational organizations’ alliances with the local partners or governments in emerging markets ( Kedia et al , 2016 ) or with the performance related aspects of coopetition ( Shen et al , 2019 ). Thus, little research is available on the relationship between coopetition and innovation among the local SMEs.…”

Section: Introductionmentioning

confidence: 99%

“Frenemies” of innovation: understanding the role of coopetition in service innovation in emerging markets

Hassan¹,

Egbetokun²,

Bzhalava³

2022

Open Res Europe

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Coopetition is considered an important strategy for innovation. However, the literature provides limited evidence on how coopetition relates to innovation in service sector, particularly in emerging markets. Moreover, little is known about the effects of the formal and informal aspects of coopetition on innovation and how absorptive capacity of firm may influence this relationship. Against this background, using the official national innovation surveys of Nigeria (2008 and 2011), this study contributes to the ongoing debate by empirically examining the innovation endeavors of 421 Nigerian SMEs. The study employs logistic regression methods to model and explore the relationships between coopetition and innovation in the sample. The results show that that formal coopetition hinders innovation while informal coopetition supports it and absorptive capacity moderates these relationships. The study provides important insights about the concept of coopetition in emerging markets, especially vis-à-vis their institutional idiosyncrasies. Finally, the study highlights its implications and suggests some avenues for future research.

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“…Studies such as Oxley and Sampson (2004) have highlighted the potential hazards of knowledge leakages on organizational competitiveness. It is believed that such challenges can lead to conflict and subsequently restrain the efficient and effective execution of knowledge management (KM) practices (Shen et al , 2019; Singh and Kant, 2009). However, empirical support for these propositions is scarce.…”

Section: Introductionmentioning

confidence: 99%

Protecting organizational competitiveness from the hazards of knowledge leakage through HRM

Sharif

Rehman

Kanwal³

et al. 2021

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PurposeCollaborative projects are useful tools for learning and innovation. However, there is an associated cost – knowledge leakage, which is theoretically linked to challenging organizational competitiveness. The purpose of this study is to examine whether knowledge-oriented human resource (HR) management practices can protect organizations from the adverse effect of knowledge leakage while investigating the moderating role of knowledge-oriented HR management practices.Design/methodology/approachThis study uses mixed methods involving collection of qualitative data through 13 qualitative interviews and quantitative data through 398 survey questionnaires. SPSS 23 and Process Macro 3.1 have been applied to test the hypotheses.FindingsThe study finds that knowledge leakage adversely affects organizational competitiveness, whereas the effect of knowledge-oriented HR management practices on organizational competitiveness is positive. Further, knowledge-oriented HR practices negatively and significantly moderate the relationship between knowledge leakage and organizational competitiveness. As the strength of the moderator increases, the effect of knowledge leakage tends to diminish. Besides, demographic factors (age of the firm and industry type) do not influence the organizational competitiveness.Research limitations/implicationsThis study has several theoretical contributions; first, it contributes to knowledge-based view by empirically establishing the adverse effect of knowledge leakage on organizational competitiveness. Second, knowledge-oriented HR management practices increase organizational competitiveness, which is contribution to HR management literature. Lastly, knowledge-oriented HR management practices protect organizational competitiveness from the adversaries of knowledge leakage, which is contribution to strategic management literature.Practical implicationsPractitioners must invest in knowledge-oriented HR management practices such as human-to-human knowledge transfer among the workers. It will increase firm-level knowledge base that will positively contribute to organizational competitiveness. In addition, such practices can evade the hostile effect of knowledge leakage.Originality/valueThe conceptual model is novel as this is the first study to establish (1) the empirical relationship of knowledge-oriented HR management practices and organizational competitiveness and (2) the moderating effect of knowledge-oriented HR management practices between knowledge leakage and organizational competitiveness.

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Managing conflict and trust as coopetition within alliance partnerships in an emerging economy

Cited by 6 publications

References 96 publications

A company’s relational strategy: Linkage between strategic choices, attributes, and outcomes

A company’s relational strategy: Linkage between strategic choices, attributes, and outcomes

“Frenemies” of innovation: understanding the role of coopetition in service innovation in emerging markets

Protecting organizational competitiveness from the hazards of knowledge leakage through HRM

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