Coopetition Strategy: A New Kind of Interfirm Dynamics for Value Creation

The purpose of this paper is threefold. First, by proposing a first definition of coopetiton, it aims to move away from the mere recognition of the oversimplified conventional conception to a deeper understanding of the nature of coopetition. By suggesting that coopetition is a matter of incomplete interest (and goal) congruence concerning firms interdependence, the authors stress that coopetition does not simply emerge from coupling competition and cooperation issues, but rather it implies that cooperation and competition merge together to form a new kind of strategic interdependence between firms, giving rise to a coopetitive system of value creation. Second, the researchers advance a typology of coopetition based on the differing explanatory variables of this incomplete interest (and goal) congruence. Third, with the support of a number of coopetition microcases, especially referring to firms operating in the automobile industry, the contribution and the potential of coopetition strategy to the advancement of both strategic management, organization theory and managerial practice was clarified.

[1]  野中 郁次郎,et al.  The knowledge-creating company , 2008 .

[2]  Bryan Hattingh,et al.  The competitive advantage , 2007 .

[3]  Y. Doz.  The evolution of cooperation in strategic alliances: Initial conditions or learning processes? , 2007 .

[4]  A. Oliveira,et al.  A new competitive landscape , 2007 .

[5]  Adam Brandenburger,et al.  Value-based Business Strategy , 2005 .

[6]  P. Williams.  Practice management. , 2005, The Alpha omegan.

[7]  Devi R. Gnyawali,et al.  Cooperative Networks and Competitive Dynamics: a Structural Embeddedness Perspective , 2001 .

[8]  Yves L. Doz,et al.  Formation processes of R&D consortia: which path to take? Where does it lead? , 2000 .

[9]  R. Gulati,et al.  Guest editors’ introduction to the special issue: strategic networks , 2000 .

[10]  Allan Afuah.  How much do your co-opetitors' capabilities matter in the face of technological change? , 2000 .

[11]  R. Gulati,et al.  STRATEGIC NETWORKS , 2000 .

[12]  A. Grandori,et al.  The fairness properties of interfirm networks , 1999 .

[13]  Gianni Lorenzoni,et al.  The leveraging of interfirm relationships as a distinctive organizational capability: a longitudinal study , 1999 .

[14]  Jeffrey H. Dyer,et al.  The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage , 1998 .

[15]  Eric T. Anderson,et al.  The Scope of Alliances , 1998 .

[16]  A. Lewin,et al.  The Co-Evolution of Strategic Alliances , 1998 .

[17]  R. Gulati,et al.  The dynamics of learning alliances: competition, cooperation, and relative scope , 1998 .

[18]  D. Teece,et al.  DYNAMIC CAPABILITIES AND STRATEGIC MANAGEMENT , 1997 .

[19]  Augustine A. Lado,et al.  COMPETITION, COOPERATION, AND THE SEARCH FOR ECONOMIC RENTS: A SYNCRETIC MODEL , 1997 .

[20]  Henk W. Volberda,et al.  Towards The Flexible Form: How To Remain Vital in Hypercompetitive Environments , 1996 .

[21]  W. Powell,et al.  Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology. , 1996 .

[22]  R. Veliyath.  Hypercompetition: Managing the Dynamics of Strategic Maneuvering , 1996 .

[23]  Lane Kenworthy.  In Search of National Economic Success: Balancing Competition and Cooperation , 1995 .

[24]  Richard A. D'Aveni,et al.  Hypercompetition: Managing the Dynamics of Strategic Maneuvering , 1994 .

[25]  R. Florida,et al.  Beyond Mass Production: The Japanese System and Its Transfer to the U.S. , 1994, The Journal of Asian Studies.

[26]  I. Nonaka.  A Dynamic Theory of Organizational Knowledge Creation , 1994 .

[27]  Martin Kenney,et al.  Beyond Mass Production. , 1994 .

[28]  James Richardson.  PARALLEL SOURCING AND SUPPLIER PERFORMANCE IN THE JAPANESE AUTOMOBILE INDUSTRY , 1993 .

[29]  J. F. Moore,et al.  Predators and prey: a new ecology of competition. , 1993, Harvard business review.

[30]  H. Håkansson.  Networks as a Mechanism to Develop Resources , 1993 .

[31]  David Robertson,et al.  Product development performance: Strategy, organization, and management in the world auto industry , 1992 .

[32]  J. Barney.  Firm Resources and Sustained Competitive Advantage , 1991 .

[33]  Erik A. Borg.  Problem shifts and Market Research : The role of networks in business relationships , 1991 .

[34]  C. Hill.  Cooperation, Opportunism, and the Invisible Hand: Implications for Transaction Cost Theory , 1990 .

[35]  Donald W. Griesinger.  The Human Side of Economic Organization , 1990 .

[36]  John W. Clarr.  Cooperative Strategies in International Business , 1990 .

[37]  C. Prahalad,et al.  The Core Competence of the Corporation , 1990 .

[38]  J. Hennart,et al.  A transaction costs theory of equity joint ventures , 1988 .

[39]  S. Lenway,et al.  Cooperative Strategies in International Business , 1988 .

[40]  W. Dugger.  The Economic Institutions of Capitalism , 1987 .

[41]  Paolo Leon.  The Economic Institutions of Capitalism , 1986, The Antitrust Bulletin.

[42]  B. Wernerfelt,et al.  A Resource-Based View of the Firm , 1984 .

[43]  W. Hamilton,et al.  The evolution of cooperation. , 1984, Science.

[44]  O. Williamson,et al.  Markets and Hierarchies: Analysis and Antitrust Implications. , 1977 .

[45]  H. Håkansson,et al.  Industrial marketing: An organizational problem? , 1975 .

[46]  A. Hirschman,et al.  Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States , 1970 .

[47]  George J. Stigler,et al.  The Organization of Industry , 1969 .

[48]  Neil H. Borden,et al.  The Concept of the Marketing Mix , 1964 .

[49]  E. Penrose.  The theory of the growth of the firm twenty-five years after , 1960 .