The attributes of coopetitive relationships: What do we know and not know about them?

Klimas, Patrycja; Sachpazidu, Karina; Stańczyk, Sylwia

doi:10.1016/j.emj.2023.02.005

Cited by 8 publications

(1 citation statement)

References 108 publications

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“…Other recent examples are Bouncken et al (2023), Bouzari et al (2023), Conway (2019), Delgosha et al (2021), Frezatti et al (2022), Oyadomari et al (2023), Qu et al (2023), and Singh et al (2023). Also, empirical studies and reviews in strategic management often recommend the use of necessity causal logic and NCA for future research (e.g., Bouncken, Fredrich, Ritala, & Kraus, 2020; Deist et al, 2023; Klimas et al, 2023; Lexutt, 2020; Swab et al, 2020).…”

Section: Necessity Causality and Ncamentioning

confidence: 99%

Advancing scientific inquiry through data reuse: Necessary condition analysis with archival data

Dul,

van Raaij,

Caputo

2023

Strategic Change

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This article discusses the importance of reusing existing data in research. In addition to reuse data for replication of earlier findings and for answering extended or new research questions, we propose a third application of data reuse: studying the phenomenon from an alternative causal perspective. We focus on the reuse of data with a necessity causal perspective (“if not X, then not Y”) as employed in necessary condition analysis (NCA). Such reuse of data offers additional insights compared with those obtained from the conventional probabilistic causal perspective (“if X, then probably Y”) as employed in regression analysis. NCA is gaining recognition in various fields, including strategic management. Reusing data for conducting NCA is an efficient way to get new causal insights. We provide recommendations on how to use NCA with existing data and emphasize the importance of transparency when reusing data.

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Section: Necessity Causality and Ncamentioning

confidence: 99%

Advancing scientific inquiry through data reuse: Necessary condition analysis with archival data

Dul,

van Raaij,

Caputo

2023

Strategic Change

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Operationalization of coopetition performance: challenge accepted

Klimas,

Gadomska-Lila,

Sachpazidu

2024

Rev Manag Sci

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It is indisputable that coopetition exerts an influence on firm performance. However, a critical question persists: How should we comprehensively measure the performance of coopetition itself?. This paper addresses the inconsistencies in understanding coopetition performance by proposing a comprehensive and multi-dimensional approach to its operationalization. The methodology employed to develop an operationalization framework covered field and desk research implemented sequentially. The first stage used a meta-systematic literature review to identify how coopetition performance has been operationalized and measured in quantitative studies to date. The second stage used online focus group interviews to verify and develop the findings from the desk research. This stage aimed to gain a shared approach to the understanding and operationalization of coopetition performance based on discussion and confrontation of the literature with the (consistent, inconsistent, but also contradictory) opinions of experienced coopetition researchers. This study offers a noteworthy contribution by presenting a definition and five specific recommendations for the operationalization of coopetition performance, and highlighting approaches to be avoided. These findings enhance our comprehension of the coopetition performance construct, thereby advancing the knowledge in the field.

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Do coopetition and cohesion of business groups stimulate their innovation performance?

2023

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Innovation performance is a widely studied issue in management literature. However, despite an increasing number of innovation studies in the context of stand-alone firms, there is still little empirical evidence on business group innovation performance and its driving forces. Our study attempts to shed light on the relationship between coopetition and cohesion of a business group and its innovation performance. We use a Poisson regression model to analyze a sample of 118 business groups. We have found that the type of coopetition as well as the degree of cohesion of a business group is positively related to innovation performance measured by the number of patents and the number of trademarks.

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The attributes of coopetitive relationships: What do we know and not know about them?

Cited by 8 publications

References 108 publications

Advancing scientific inquiry through data reuse: Necessary condition analysis with archival data

Advancing scientific inquiry through data reuse: Necessary condition analysis with archival data

Operationalization of coopetition performance: challenge accepted

Do coopetition and cohesion of business groups stimulate their innovation performance?

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