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Mitigating coopetition tensions: The forgotten formation stage

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Mitigating coopetition tensions: The forgotten formation stage. / Efrat, Kalanit; Souchon, Anne L.; Wald, Andreas et al.
In: European Management Review, Vol. 19, No. 4, 19.12.2022, p. 527-548.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Efrat, K, Souchon, AL, Wald, A, Hughes, P & Cai, J 2022, 'Mitigating coopetition tensions: The forgotten formation stage', European Management Review, vol. 19, no. 4, pp. 527-548. https://doi.org/10.1111/emre.12498

APA

Efrat, K., Souchon, A. L., Wald, A., Hughes, P., & Cai, J. (2022). Mitigating coopetition tensions: The forgotten formation stage. European Management Review, 19(4), 527-548. https://doi.org/10.1111/emre.12498

Vancouver

Efrat K, Souchon AL, Wald A, Hughes P, Cai J. Mitigating coopetition tensions: The forgotten formation stage. European Management Review. 2022 Dec 19;19(4):527-548. doi: 10.1111/emre.12498

Author

Efrat, Kalanit ; Souchon, Anne L. ; Wald, Andreas et al. / Mitigating coopetition tensions: The forgotten formation stage. In: European Management Review. 2022 ; Vol. 19, No. 4. pp. 527-548.

Bibtex

@article{5ea5412231c042f6ad48043855c7824c,
title = "Mitigating coopetition tensions: The forgotten formation stage",
abstract = "Coopetition entails tensions inherent to collaboration with competitors. This paper focuses on the coopetition formation stage and its effects on the development of tensions. We performed interviews with executives of coopeting firms, create case studies of organizations that initiate and execute coopetition agreements for other firms, and then study firms engaged in mutual coopetition. While this study confirms previous findings that coopetition formation can be deliberate or emergent, it also reveals that the two approaches differ in strategy development patterns, which influence the type and intensity of tensions, as well as the scope and sustainability of the coopetition. The deliberate approach mainly includes tensions due to lack of trust, knowledge exposure and cultural gaps, and the scope and timeframe of the coopetition are clearly delimited. Previous acquaintance and existing trust correspond to a lower intensity of tensions for the emergent approach, and the scope and timeframe are open for extension.",
keywords = "coopetition, deliberate strategy, emergent, strategy formation, tension",
author = "Kalanit Efrat and Souchon, {Anne L.} and Andreas Wald and Paul Hughes and Jinqiu Cai",
year = "2022",
month = dec,
day = "19",
doi = "10.1111/emre.12498",
language = "English",
volume = "19",
pages = "527--548",
journal = "European Management Review",
issn = "1740-4754",
publisher = "Wiley-Blackwell",
number = "4",

}

RIS

TY - JOUR

T1 - Mitigating coopetition tensions: The forgotten formation stage

AU - Efrat, Kalanit

AU - Souchon, Anne L.

AU - Wald, Andreas

AU - Hughes, Paul

AU - Cai, Jinqiu

PY - 2022/12/19

Y1 - 2022/12/19

N2 - Coopetition entails tensions inherent to collaboration with competitors. This paper focuses on the coopetition formation stage and its effects on the development of tensions. We performed interviews with executives of coopeting firms, create case studies of organizations that initiate and execute coopetition agreements for other firms, and then study firms engaged in mutual coopetition. While this study confirms previous findings that coopetition formation can be deliberate or emergent, it also reveals that the two approaches differ in strategy development patterns, which influence the type and intensity of tensions, as well as the scope and sustainability of the coopetition. The deliberate approach mainly includes tensions due to lack of trust, knowledge exposure and cultural gaps, and the scope and timeframe of the coopetition are clearly delimited. Previous acquaintance and existing trust correspond to a lower intensity of tensions for the emergent approach, and the scope and timeframe are open for extension.

AB - Coopetition entails tensions inherent to collaboration with competitors. This paper focuses on the coopetition formation stage and its effects on the development of tensions. We performed interviews with executives of coopeting firms, create case studies of organizations that initiate and execute coopetition agreements for other firms, and then study firms engaged in mutual coopetition. While this study confirms previous findings that coopetition formation can be deliberate or emergent, it also reveals that the two approaches differ in strategy development patterns, which influence the type and intensity of tensions, as well as the scope and sustainability of the coopetition. The deliberate approach mainly includes tensions due to lack of trust, knowledge exposure and cultural gaps, and the scope and timeframe of the coopetition are clearly delimited. Previous acquaintance and existing trust correspond to a lower intensity of tensions for the emergent approach, and the scope and timeframe are open for extension.

KW - coopetition

KW - deliberate strategy

KW - emergent

KW - strategy formation

KW - tension

U2 - 10.1111/emre.12498

DO - 10.1111/emre.12498

M3 - Journal article

VL - 19

SP - 527

EP - 548

JO - European Management Review

JF - European Management Review

SN - 1740-4754

IS - 4

ER -