The coopetition paradox and tension in coopetition at multiple levels

Abstract

This article explores the nature of the paradox inherent in coopetition; that is, the simultaneous pursuit of cooperation and competition between firms, and emanating tensions that develop at individual, organizational, and inter-organizational levels. We dissect the anatomy of the coopetition paradox to discover how it materializes by creating an external boundary (i.e., via unifying forces) and internal boundaries (i.e., via divergent forces). After explaining the coopetition paradox, we distinguish tension from paradox and submit that tension comprises both positive and negative emotions simultaneously, also known as emotional ambivalence. Finally, we recognize that emotional ambivalence in coopetition prevails at different levels, and vary in its level of intensity and persistency in relation to different contexts. We employ illustrative cases to ground our propositions empirically. This article provides understanding on concepts, expects to incite fruitful dialogue, and fuels further studies on inter-firm paradoxes.

Benefits and Drawbacks of Coopetition: The Roles of Scope and Durability in Coopetitive Relationships

“…On one hand, the uncertainty of the future encourages cooperation in order to acquire benefits [83,100]. On the other hand, coopetitive relationships are characterized by a high level of opportunistic behavior [99], sudden twists [101], tensions [102], the pursuit of private benefits [103], and the short-term horizon of actions [104]. The issue of the time required to generate benefits and costs occurring in particular areas of the value chain then arises.…”

Coopetition close to the customer — A case study of a small business network

“…However, the slope itself is static because it illustrates the division between dominance in either cooperation or competition. The subject of balanced coopetition is discussed in the literature from the perspective of tension in relationships (e.g., Lado, Boyd, & Hanlon, 1997;Raza-Ullah, Bengtsson, & Kock, 2004;Tidström, 2014). We see balanced coopetition as a state in which the interaction is even in terms of degree of cooperative and competitive activities in the relationship.…”

Tensions at the intersection of management control and innovation: a literature review

“…This addresses the vague and fragmented way in which tensions have been studied and understood to date. As, for example, Raza-Ullah et al (2014) argue, only after tensions have been identified and conceptualized can they be approached and dealt with. In response to the need for an organized framework, a last contribution is our tension-based framework, which brings some essential tension-related pieces together.…”