Routledge Companion to Coopetition Strategies by Fernandez, Anne-Sophie,Chiambaretto, Paul,Le Roy, Frédéric -- Read -- Imperial Library of Trantor

Index

Cover Half Title Endorsement Title Page Copyright Page Contents List of figures List of tables Notes on Contributors Introduction Coopetition: From neologism to a new paradigm

The need for a dedicated theory of coopetition The emergence of a coopetition theory Coopetition safari Is it just the beginning? The Routledge Companion to Coopetition Strategies outline References

Part I Coopetition theory

1 Coopetition research: Rooting and future agendas

Introduction Definitions and theoretical rooting of coopetition Emerging trends and a research agenda bringing together multiple levels

Increased interest in the micro-foundation and the multilevel nature of coopetition Integrating the emerging trends: Bridging the micro and macro levels Extending the notion of coopetition capabilities

References

2 Theoretical perspectives of coopetition: Review and integration

Introduction Theoretical perspectives

The resource-based view Transaction cost economics Inter-firm network theory Game theory Paradox theory

An integrative approach

Integrating two theories: RBV and inter-firm network theory Integrating multiple theories: New insights regarding coopetition transaction costs

Discussion and implications References

3 From strategizing coopetition to managing coopetition

Introduction Strategizing coopetition: A double-edged sword From strategizing coopetition to coopetitive tensions When coopetitive tensions require the management of coopetition Opening the black box: Managing coopetition on a daily basis Conclusion and research perspectives References

4 Network coopetition

Introduction The value network and coopetition Deliberate or emergent? Coopetition patterns within networks Relationship-mix: Coopetition strategies in networks Network coopetition entry: A leap of faith Common benefits in coopetition Conclusions References

5 Dynamics of coopetitive value creation and appropriation

Introduction Value creation and appropriation in the inter-organizational context Value creation and appropriation in coopetition: From a baseline model to dynamic interplay

Individual and collective value creation Individual and collective value appropriation

Implications

Research implications Practical and policy implications Future research agenda

Conclusion References

6 The swinging pendulum of coopetition inquiry

Introduction Research path The birth phase: Early development of coopetition (1996–2000) The childhood phase: Grasping the balance between competition and cooperation (2001–2005) The adolescence phase: Benefits and pitfalls of coopetitive strategies (2006–2010) The younghood phase: Managing coopetitive tensions (2011–2016) Conclusion Note References

Part II Coopetition antecedents and drivers

7 Trust in tourism dyadic and network coopetition

Introduction Dyadic and network coopetition formation challenges Trust-building mechanisms in coopetition formation

Calculative trust Reputation-based trust Intentions- and capabilities-based trust-building mechanisms Third-party legitimation-based trust Emotional bonds-based trust Trust based on social network embeddedness

The complexity of trust’s role in coopetition formation Conclusions References

8 Are competitors the best partners in innovation networks?

Introduction Inter-firm cooperation and innovation

The absence of competition in inter-firm cooperation

Cooperation with suppliers and customers Cooperation with research institutions Main empirical findings for cooperation with non-competitors

The presence of competition in inter-firm cooperation: Cooperation with competitors

Who is the best coopetition partner? A contingency approach

Cooperation partner type and location Inter-firm cooperation and the effects of firm size

Conclusion References

9 The role of policy makers and regulators in coopetition

Introduction The role of intentionality and external stakeholders in driving coopetition

Intentional and unintended strategies Drivers of coopetition: A focus on external drivers

Policy makers and regulators and their roles and objectives in coopetition interactions

Avoiding the formation of trusts, cartels, oligopolies, monopolies, and collusion Preventing a decline in firms’ customer orientation Rationalizing public expenditure and streamlining public subsidies Ensuring asset complementarity and the use of other firms’ capabilities

Conclusions: What we know and don’t know about coopetition driven or affected by policy makers and regulators References

10 Organizational culture models of coopetitors

Introduction The nuts and bolts of organizational culture Models of organizational culture suitable for coopetitors Research on cultural models of coopetitors in a nutshell Specific models of organizational cultures of coopetitors in business practice Conclusions and implications for both theory and further research Acknowledgment Notes References

11 Coopetition and standardization

Introduction Coopetition to foster standard emergence: The determining role of innovation

Coopetition as a strategy to foster innovation through standardization Coopetition as a required strategy to set standards for creating new markets Coopetition as a strategy required by market stakeholders Coopetition failure as a breaker of innovation

Coopetition within the standardization process

Two modes of standard emergence: De facto and de jure standardization Coopetition in de facto and de jure standardization Coopetition to destabilize a dominant standard Standardization as a driver of coopetition

Conclusion References

12 Coopetition and game theory

Introduction Game theory in coopetition studies Advantages of using game theory in coopetition studies Representation of cooperation and competition in game theory The representation of coopetition in game theory Concluding remarks Notes References

Part III Coopetition tensions and management

13 Coopetitive tensions

Introduction Defining tension in coopetition Cause and topic of tension Managing tension in coopetition The outcome of tension Novel perspectives on coopetitive tension Concluding remarks References

14 Managing tensions related to information in coopetition

Introduction Tensions related to information in coopetitive projects Managing information: A key success factor of coopetitive projects Managing information in coopetitive projects depending on the nature of the information Control mechanisms to manage information in coopetitive projects Solving the information protection/sharing dilemma: Insights from the space industry Limitations of current contributions and research agenda References

15 Knowledge management in coopetition

Introduction Coopetition and the knowledge sharing–knowledge protection tension The literature on knowledge management in coopetition: An overview

Knowledge management in coopetition (i): Relationship-level studies Knowledge management in coopetition (ii): Firm-level studies Knowledge management in coopetition (iii): Key insights

Knowledge management in coopetition: Research gaps and agenda

Foci of analysis: Inter-organizational versus intra-organizational Number of coopetitors: Dyadic versus multi-partner coopetition settings Coopetition and the firm’s alliance portfolio

Conclusion Notes References

16 Making sense of coopetition sensemaking

Introduction The coopetition paradox at the individual level Using case studies to investigate sensemaking: The Finnish media industry case How the sensemaking perspective can assist an increased understanding of the coopetition paradox: A future research agenda

Discourse Emotions and discourse

How to implement the sensemaking perspective in coopetition research Concluding words References

17 The rise of the coopetitive project team

Introduction Coopetition management The formation of the coopetitive project team The coopetitive project team: A dual design

The duality of the coopetitive project team governance structure The duality of the coopetitive project team management committee

Coopetitive project team operations

The coopetitive project team co-location The coopetitive project team composition The project manager

Conclusion A research agenda on the coopetitive project team References

18 Coopetition capability: What is it?

Introduction Coopetition in horizontal alliances

Coopetition is paradoxical Paradoxical tension resulting from coopetition Performance implications

What is coopetition capability?

Analytical dimension Balancing dimension Emotional dimension

Discussion and venues for future research References

19 A multi-level perspective on managing coopetition

Introduction The level of the individual in coopetitive relationships The inter-firm level of a coopetitive relationship The industry context of the coopetitive relationship Connecting different levels of analysis: Insights from coopetition in the trade fair industry Conclusion References

Part IV Coopetition at different levels

20 Coopetiting with an irreconcilable asymmetric disadvantage

Introduction Irreconcilable asymmetries Mind games and asymmetric spillovers: Chasing the butterflies Appropriability hazards and critical assets Overcoming the tensions in coopetition between start-ups and large incumbents Future research and directions References

21 Coopetitive portfolios: A review and research agenda

Introduction The importance of reasoning at the portfolio level Alliance portfolios and coopetition: An under-investigated topic

A strong emphasis of coopetition at the dyadic and network levels Existing contributions studying coopetition at the portfolio level

Directions for future research on coopetitive portfolios

Drivers and configurations of coopetitive portfolios The management of coopetitive portfolios Performance implications of coopetitive portfolios

References

22 Coopetition and group dynamics

Introduction Coopetitive groups Challenges of coopeting in groups Monitoring mechanisms and formal sanctions Rational relational mechanisms of governance Social relational mechanisms of governance and the emergence of group identity Group size and the choice of group members Conclusion References

23 Coopetition and ecosystems: The case of Amazon.com

Introduction Conceptual background: Ecosystems, coopetition, and the SEAM approach Example and principles of the modeling approach Discussion and implications

Implications for researchers Implications for practitioners

Coopetition and ecosystems: Future research agenda Conclusion References

24 Patterns of coopetition in meta-organizations

Introduction Coopetition tensions in the domain of patents

The anti-commons problem in intellectual property The problem of trolling and value destruction by non-practising entities

Meta-organizations as a relevant level of analysis

Patent pools as coopetitive meta-organizations Organizational mechanisms in a coopetitive meta-organization

Lessons learned: Criss-crossing patterns of coopetition inside and outside meta-organizations Conclusion Notes References

25 Visualizing coopetition: Multidimensional sequence analysis

Introduction Views on coopetition

Firm- versus industry-centric views on coopetition Sequential versus simultaneous views on coopetition

Exploring visuals

Static-unidimensional coopetition Static-multidimensional coopetition Dynamic-unidimensional coopetition Dynamic-multidimensional coopetition

Proposing a visual template for studies on coopetition

Describing the template Assessing coopetition outcomes

Conclusion References

Part V Coopetition outcomes and implications

26 Challenges and merits of coopetitive innovation

Introduction Review approach State-of-the-art review of research on coopetition and innovation

A brief overview of the scope and breadth of existing research Empirical insights on the linkages between coopetition and innovation

Conclusion and outlook for future research References

27 Building a first-mover advantage from coopetition

Introduction Literature review

Coopetition strategy: Motives, management, and impact First-mover advantage: Definition, characteristics, and enablers Resource orchestration strategy as an enabler of first-mover advantage from coopetition

Theoretical implications and future research directions References

28 Technology-based coopetition and intellectual property management

Introduction IP management in competition and collaboration Relevant IP in coopetition License contracting in technology-based coopetition Coopetition in M&As and divestitures: Post-divestiture coopetition Cases from the automotive industry Conclusions and avenues for future research Notes References

29 Coopetition and market performance

Introduction Markets, performance, and coopetition Main benefits of coopetition for market performance Future research opportunities in coopetition and market performance Conclusion Note References

30 The value implications of coopetition

Introduction Expanding the value appropriation view

Stakeholder theory Public benefit A typology of value appropriation

Expanding the value creation view

Value creation versus value destruction The six capitals

An integrated view of value creation and appropriation

The coopetition value matrix

Conclusion References

31 Coopetition and business models

Introduction Case vignettes

Electronic trading and bond markets Electronic book retailing Flat-screen LCD televisions

Discussion Conclusion Notes References

Part VI Coopetition beyond strategy

32 Coopetition and the dynamic capabilities framework

Introduction Dyadic coopetition

Horizontal coopetition Vertical coopetition

Multi-sided coopetition

Standards development Ecosystems

Coopetition and dynamic capabilities

The dynamic capabilities framework Dynamic capabilities and coopetition

Conclusion Notes References

33 The emergence of coopetitive marketing

Introduction Defining coopetitive marketing Transitioning from coopetition to coopetitive marketing Contributions of the coopetition literature to marketing knowledge

Market research Product portfolio Product development Pricing Distribution Communication Branding

Future research agenda References

34 Management tools for inter-network coopetition

Introduction Levels of coopetitive tensions Banking inter-network coopetition Cooperative activities and coopetitive tensions

IT system tensions Risk management tensions Networks representation tensions

Management accounting tools

Cooperative strategic area Cooperative strategy

Conclusions: Contributions and research agenda Notes References

35 Vertical coopetition in buyer–supplier relations

Introduction Coopetition in supply chain management The triadic nature of vertical coopetition

Triad ABC (vertical coopetition with balanced competition) Triad ACD (vertical coopetition with reduced competition) Triad ADE (cooperation with reduced competition)

Vertical and horizontal coopetition in comparison Avenues for further research Conclusion References

36 Coopetition for SMEs

Introduction Benefits of coopetition for SMEs Specific challenges for SMEs when coopeting Capabilities needed by SMEs Conclusion References

37 Open coopetition

Introduction Open innovation definition and core processes Cooperation with a competitor for innovation A full research program on OI between competitors A research program for “open coopetition” Note References

Index

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