Sources and management of tension in co-opetition case evidence from telecommunications satellites manufacturing in Europe

Fernandez, Anne-Sophie; Roy, Frédéric Le; Gnyawalị, Devi R.

doi:10.1016/j.indmarman.2013.11.004

Cited by 264 publications

(325 citation statements)

References 36 publications

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“…To be able to benefit from international coopetition, it is important for a firm to adjust by developing internal processes, routines, skills, and structures that enable it to manage international risk (Schmiele and Sofka 2007). Furthermore, to manage coopetition, the organization needs to understand and cope with tension, be able to adjust the nature and scope of the relationship, as well as be able to recognize and respond to opportunities and challenges (Fernandez et al 2014). As previously discussed, coopetition between competitors in different nations may be even more complex to manage (Gnyawali and Park 2011).…”

Section: Development Of Hypothesesmentioning

confidence: 99%

“…Cultural differences and dissimilar political, institutional, legal, and language backgrounds make communication between partners difficult and increase the chance of misunderstandings (McCutchen et al 2008). Second, coopetition is per se paradoxical and tension filled as the firms interact in accordance with two contradicting logics (Chen 2008;Fernandez et al 2014). Coopetitive tensions on an interorganizational level have been described being, for example, between value creation and appropriation, between knowledge sharing and preventing knowledge leakage, and due to differences in the strategies and goals of each partner (Fernandez et al 2014).…”

Section: Introductionmentioning

confidence: 99%

“…Second, coopetition is per se paradoxical and tension filled as the firms interact in accordance with two contradicting logics (Chen 2008;Fernandez et al 2014). Coopetitive tensions on an interorganizational level have been described being, for example, between value creation and appropriation, between knowledge sharing and preventing knowledge leakage, and due to differences in the strategies and goals of each partner (Fernandez et al 2014). The cognitive difficulty and emotional ambivalence experienced when working with these contradictions create tension that is difficult to cope with on the individual level (Raza-Ullah et al 2014;Raza-Ullah 2017a, b).…”

Section: Introductionmentioning

confidence: 99%

“…The contradictory nature of coopetitive relationships can explain why research has been ambiguous about the effect of coopetition on innovative outcomes and, particularly, whether it is more beneficial for radical or incremental innovations Ritala and Sainio 2014). Fernandez et al (2014) argued that the challenges of coopetition require that firms manage tensions and adjust the relationship accordingly. However, changes that are required in the organizations' routines and practices to manage coopetition for innovation and, in particular, international coopetition, have not been studied.…”

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confidence: 99%

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International coopetition for innovation: Are the benefits worth the challenges?

et al. 2017

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International coopetition has rarely been studied in relation to innovation. Further exploration of effects of international coopetition, i.e. the pursuit of simultaneous cooperation and competition, on a firm's innovation performance is especially important as such a relationship is challenging with a high propensity to fail. This observation formed the point of departure for this study, which aims to increase the understanding of the effects of international coopetition on firm innovativeness and how these effects are conditioned on the magnitude of the organizational adjustments a firm introduces. We use an unbalanced panel of 9839 firms that participated in four waves of the Swedish Community Innovation Survey between 2008 and 2014 as our empirical base. We illustrate that firms that cooperate with competitors internationally are more likely to exhibit higher propensity to introduce radical innovations, yet this effect is conditioned upon the magnitude of organizational adjustments. Overall, our study contributes to the understanding of the implications of international coopetition and what a firm needs to benefit from it.

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Section: Development Of Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

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International coopetition for innovation: Are the benefits worth the challenges?

et al. 2017

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“…These include increasing communication (Zach 2013), avoiding coercion (Jain et al 2014), and increasing linkages (Park et al 2014). Fernandez et al (2014) identified trust as a ''key Table 2 Assessment of modeling support for requirements from Table 1 Technique A1 A2 A3 C1 C2 C3 I1 I2 I3 T1 T2 T3 R1 R2 R3 NFR Framework (Chung et al 2000) 9 9 9 9 9 9 9 9 9 4 4 9 4 9 9 i* (Yu 1997) 4 4 4 4 9 9 4 9 9 4 4 9 4 9 9 KAOS (Dardenne et al 1993) 4 4 9 4 9 9 9 9 9 9 4 9 4 4 4 e3Value (Gordijn et al 2006b) 4 4 9 4 4 9 9 9 9 9 9 9 4 4factor for success of co-opetitive strategies'' through an empirical study of the telecommunications satellite industry in Europe.…”

Section: Trustworthinessmentioning

confidence: 99%

Modeling Simultaneous Cooperation and Competition Among Enterprises

Pant

2018

Bus Inf Syst Eng

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Coopetition (simultaneous cooperation and competition) between organizations has emerged as a prominent and critical industrial practice that allows organizations to increase combined welfare through cooperation while maximizing individual gains through competition. The formulation and enactment of such an organizational strategy entails designing and operating information systems that maximize benefits while minimizing costs from concomitant cooperation and competition. Coopetition raises new concerns and considerations about the design of data, processes, and interfaces of information systems. Analyzing coopetition can be challenging since cooperation and competition are paradoxical social behaviors that are undergirded by contradictory logics, hypotheses, and assumptions. Therefore, the ability of decision-makers to represent and reason about coopetition in a structured and systematic manner can be beneficial as it can support their efforts to co-design organizational strategies and information systems. This paper presents insights about the initial stages of an exploratory research project that is focused on the development of a modeling framework to support representation and reasoning of interorganizational coopetitive strategies. The objectives of this paper are to outline the goals of this research project which include: (1) identifying the primary characteristics for modeling and analyzing coopetitive relationships, as well as (2) proposing artefacts for expressing and evaluating these relationships.

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Coping with coopetition—Facing dilemmas in cooperation for sustainable development: The case of the Dutch smart grid industry

et al. 2019

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This paper is amongst the first to examine coopetition strategy for sustainable development at the network level. Companies who want to successfully implement complex innovative technologies that support sustainable development need to collaborate with other actors of the innovation ecosystem, including their competitors, so that they can develop standards, interoperable products, pool knowledge, and resources and bundle forces to compete against other technologies. Collaboration with competitors brings benefits, but also many risks. We investigated how firms cope with these risks when establishing an innovation ecosystem to implement a new technology in society. We conducted research in the Dutch smart grids sector and explored how these firms minimize inherent risks of coopetition. We found that system-building actors in the Dutch smart grid field not only minimize inherent risks, but from the start of their collaboration they implement so-called enablers to prevent these risks upfront.

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Sources and management of tension in co-opetition case evidence from telecommunications satellites manufacturing in Europe

Cited by 264 publications

References 36 publications

International coopetition for innovation: Are the benefits worth the challenges?

International coopetition for innovation: Are the benefits worth the challenges?

Modeling Simultaneous Cooperation and Competition Among Enterprises

Coping with coopetition—Facing dilemmas in cooperation for sustainable development: The case of the Dutch smart grid industry

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