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Coopetition in Temporary Contexts: Examining Swift Trust and Swift Distrust in Humanitarian Operations

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Coopetition in Temporary Contexts : Examining Swift Trust and Swift Distrust in Humanitarian Operations. / Schiffling, Sarah; Hannibal, Claire; Fan, Yiyi; Tickle, Matthew.

In: International Journal of Operations and Production Management, Vol. 40, No. 9, 01.11.2020, p. 1449-1473.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Harvard

Schiffling, S, Hannibal, C, Fan, Y & Tickle, M 2020, 'Coopetition in Temporary Contexts: Examining Swift Trust and Swift Distrust in Humanitarian Operations', International Journal of Operations and Production Management, vol. 40, no. 9, pp. 1449-1473. https://doi.org/10.1108/IJOPM-12-2019-0800

APA

Schiffling, S., Hannibal, C., Fan, Y., & Tickle, M. (2020). Coopetition in Temporary Contexts: Examining Swift Trust and Swift Distrust in Humanitarian Operations. International Journal of Operations and Production Management, 40(9), 1449-1473. https://doi.org/10.1108/IJOPM-12-2019-0800

Vancouver

Schiffling S, Hannibal C, Fan Y, Tickle M. Coopetition in Temporary Contexts: Examining Swift Trust and Swift Distrust in Humanitarian Operations. International Journal of Operations and Production Management. 2020 Nov 1;40(9):1449-1473. https://doi.org/10.1108/IJOPM-12-2019-0800

Author

Schiffling, Sarah ; Hannibal, Claire ; Fan, Yiyi ; Tickle, Matthew. / Coopetition in Temporary Contexts : Examining Swift Trust and Swift Distrust in Humanitarian Operations. In: International Journal of Operations and Production Management. 2020 ; Vol. 40, No. 9. pp. 1449-1473.

Bibtex

@article{22213631db88496c8873b3db9fa7e249,
title = "Coopetition in Temporary Contexts: Examining Swift Trust and Swift Distrust in Humanitarian Operations",
abstract = "PurposeBy drawing on commitment-trust theory, we examine the role of swift trust and distrust in supporting coopetition under conditions of uncertainty and interdependence in the setting of humanitarian disaster relief organisations.Design/methodology/approachThis paper presents findings from case studies of 18 international humanitarian relief organisations based on 48 interviews and the analysis of publicly available documents.FindingsWe find that both swift trust and swift distrust support coopetition. As coopetition is simultaneous cooperation and competition, in this study we show how swift trust and swift distrust also occur simultaneously in coopetitive contexts.Research limitations/implicationsCoopetition as a strategic choice is well-researched in the private sector, yet has received less attention in the nonprofit sector, particularly in contexts that are shaped by interdependence and uncertainty. We show the importance of swift trust and swift distrust in coopetitive relationships by drawing on commitment-trust theory.Practical implicationsIn focusing on a competitive environment in which cooperation is essential, we find limited choice of coopetitive partners. Humanitarian relief organisations must often simply work with whichever other organisations are available. We highlight how trust and distrust are not opposite ends of a spectrum and detail how both contribute to coopetitive relationships.Originality/valueOur findings contribute to commitment-trust theory by explaining the important role of distrust in forging coopetitive relationships. Furthermore, we contribute to prior work on coopetition by focusing on an uncertain and interdependent nonprofit environment.",
author = "Sarah Schiffling and Claire Hannibal and Yiyi Fan and Matthew Tickle",
note = "This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.",
year = "2020",
month = nov,
day = "1",
doi = "10.1108/IJOPM-12-2019-0800",
language = "English",
volume = "40",
pages = "1449--1473",
journal = "International Journal of Operations and Production Management",
issn = "0144-3577",
publisher = "Emerald Group Publishing Ltd.",
number = "9",

}

RIS

TY - JOUR

T1 - Coopetition in Temporary Contexts

T2 - Examining Swift Trust and Swift Distrust in Humanitarian Operations

AU - Schiffling, Sarah

AU - Hannibal, Claire

AU - Fan, Yiyi

AU - Tickle, Matthew

N1 - This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.

PY - 2020/11/1

Y1 - 2020/11/1

N2 - PurposeBy drawing on commitment-trust theory, we examine the role of swift trust and distrust in supporting coopetition under conditions of uncertainty and interdependence in the setting of humanitarian disaster relief organisations.Design/methodology/approachThis paper presents findings from case studies of 18 international humanitarian relief organisations based on 48 interviews and the analysis of publicly available documents.FindingsWe find that both swift trust and swift distrust support coopetition. As coopetition is simultaneous cooperation and competition, in this study we show how swift trust and swift distrust also occur simultaneously in coopetitive contexts.Research limitations/implicationsCoopetition as a strategic choice is well-researched in the private sector, yet has received less attention in the nonprofit sector, particularly in contexts that are shaped by interdependence and uncertainty. We show the importance of swift trust and swift distrust in coopetitive relationships by drawing on commitment-trust theory.Practical implicationsIn focusing on a competitive environment in which cooperation is essential, we find limited choice of coopetitive partners. Humanitarian relief organisations must often simply work with whichever other organisations are available. We highlight how trust and distrust are not opposite ends of a spectrum and detail how both contribute to coopetitive relationships.Originality/valueOur findings contribute to commitment-trust theory by explaining the important role of distrust in forging coopetitive relationships. Furthermore, we contribute to prior work on coopetition by focusing on an uncertain and interdependent nonprofit environment.

AB - PurposeBy drawing on commitment-trust theory, we examine the role of swift trust and distrust in supporting coopetition under conditions of uncertainty and interdependence in the setting of humanitarian disaster relief organisations.Design/methodology/approachThis paper presents findings from case studies of 18 international humanitarian relief organisations based on 48 interviews and the analysis of publicly available documents.FindingsWe find that both swift trust and swift distrust support coopetition. As coopetition is simultaneous cooperation and competition, in this study we show how swift trust and swift distrust also occur simultaneously in coopetitive contexts.Research limitations/implicationsCoopetition as a strategic choice is well-researched in the private sector, yet has received less attention in the nonprofit sector, particularly in contexts that are shaped by interdependence and uncertainty. We show the importance of swift trust and swift distrust in coopetitive relationships by drawing on commitment-trust theory.Practical implicationsIn focusing on a competitive environment in which cooperation is essential, we find limited choice of coopetitive partners. Humanitarian relief organisations must often simply work with whichever other organisations are available. We highlight how trust and distrust are not opposite ends of a spectrum and detail how both contribute to coopetitive relationships.Originality/valueOur findings contribute to commitment-trust theory by explaining the important role of distrust in forging coopetitive relationships. Furthermore, we contribute to prior work on coopetition by focusing on an uncertain and interdependent nonprofit environment.

U2 - 10.1108/IJOPM-12-2019-0800

DO - 10.1108/IJOPM-12-2019-0800

M3 - Journal article

VL - 40

SP - 1449

EP - 1473

JO - International Journal of Operations and Production Management

JF - International Journal of Operations and Production Management

SN - 0144-3577

IS - 9

ER -