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Coopetition and Complementarities: Modeling Coopetition Strategy and Its Risks at an Individual Partner Level

Coopetition and Complementarities: Modeling Coopetition Strategy and Its Risks at an Individual... The concept of coopetition is founded on the complementarity‐based nature of this strategy. However, coopetition research has devoted relatively little attention to complementarity issues and their impact on coopetition results. By bridging the coopetition and economics of complementarities research fields, we develop a model representing a classical optimization problem in complementarities as applied to coopetition in order to evaluate potential risks deriving at an operational level from implementing a coopetition strategy. The model we develop is a situated one and is based on empirical data from a longitudinal case study of coopetition in the mineral water and soft drinks industry. The results highlight a potential risk of coopetition strategies – namely, thresholds effects – as well as the associated risks a wrong understanding of complementarities in a coopetition setting may entail. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research: The Journal of the Iberoamerican Academy of Management Emerald Publishing

Coopetition and Complementarities: Modeling Coopetition Strategy and Its Risks at an Individual Partner Level

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1536-5433
DOI
10.2753/JMR1536-5433060303
Publisher site
See Article on Publisher Site

Abstract

The concept of coopetition is founded on the complementarity‐based nature of this strategy. However, coopetition research has devoted relatively little attention to complementarity issues and their impact on coopetition results. By bridging the coopetition and economics of complementarities research fields, we develop a model representing a classical optimization problem in complementarities as applied to coopetition in order to evaluate potential risks deriving at an operational level from implementing a coopetition strategy. The model we develop is a situated one and is based on empirical data from a longitudinal case study of coopetition in the mineral water and soft drinks industry. The results highlight a potential risk of coopetition strategies – namely, thresholds effects – as well as the associated risks a wrong understanding of complementarities in a coopetition setting may entail.

Journal

Management Research: The Journal of the Iberoamerican Academy of ManagementEmerald Publishing

Published: Oct 1, 2008

Keywords: Coopetition; Complementarity; Partnership; Soft drinks

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