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Co‐opetition: the organisation of the future

Co‐opetition: the organisation of the future This article predicts that strategic planners in organisations of the future need to consider the potential benefits of collaborating, co‐operating and co‐ordinating with others serving the same markets, rather than pursuing conventional “competition”. The author defines this new mindset as “co‐opetition”. It has been observed that the competitive psychology represents oneself as being better than others, and stresses the winning of more resources at their expense. The antithesis is active co‐operation, wherein one embraces competitors in partnership to the benefit of all. It is argued that the new business environment demands new kinds of business relationships, and that “co‐opetitive” partnerships have emerged as a more effective response to changed environmental threats and opportunities. Co‐opetition can deliver synergy if carefully planned, managed and controlled, and preconditions for achieving this outcome are examined. Equally, weak management of a relationship can produce the opposite effect, so preconditions for survival are also discussed. The conclusion is that, on balance, co‐opetition deserves marketing planners' close attention. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Marketing Intelligence & Planning Emerald Publishing

Co‐opetition: the organisation of the future

Mosad Zineldin
Marketing Intelligence & Planning , Volume 22 (7): 11 – Dec 1, 2004
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References (24)

Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0263-4503
DOI
10.1108/02634500410568600
Publisher site
See Article on Publisher Site

Abstract

This article predicts that strategic planners in organisations of the future need to consider the potential benefits of collaborating, co‐operating and co‐ordinating with others serving the same markets, rather than pursuing conventional “competition”. The author defines this new mindset as “co‐opetition”. It has been observed that the competitive psychology represents oneself as being better than others, and stresses the winning of more resources at their expense. The antithesis is active co‐operation, wherein one embraces competitors in partnership to the benefit of all. It is argued that the new business environment demands new kinds of business relationships, and that “co‐opetitive” partnerships have emerged as a more effective response to changed environmental threats and opportunities. Co‐opetition can deliver synergy if carefully planned, managed and controlled, and preconditions for achieving this outcome are examined. Equally, weak management of a relationship can produce the opposite effect, so preconditions for survival are also discussed. The conclusion is that, on balance, co‐opetition deserves marketing planners' close attention.

Journal

Marketing Intelligence & Planning – Emerald Publishing

Published: Dec 1, 2004

Keywords: Economic cooperation; Competitive strategy; Organizations; Business excellence

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