Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

The facets, antecedents and consequences of coopetition

The facets, antecedents and consequences of coopetition PurposeThe purpose of this study is to explore the facets, antecedents and consequences of coopetition using three dimensions of entrepreneurial marketing. Coopetition is the interplay between competition and cooperation in which companies seek to collaborate with their rivals with the aim of enhancing performance compared to if they operated independently.Design/methodology/approachThis paper reports on 38 interviews across 25 firms competing in the New Zealand wine industry. Triangulation procedures were via primary and secondary methods. This data was analysed through a series of techniques to produce credible findings.FindingsCoopetition is comprised of resource- and capability-sharing activities. These activities are driven by an industry-wide cooperative mind-set; also, firms having access to competitors’ resources and capabilities. Coopetition was found to increase performance in ways that would not be possible if firms did not collaborate with their rivals.Originality/valuePrevious studies have focused on the facets and consequences of coopetition rather than its antecedents. Whilst exploration of these facets was undertaken in this study to reinforce prior research, this paper also investigates the antecedents of coopetition underpinned by the resource-based theory to contribute to the entrepreneurial marketing literature. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Qualitative Market Research: An International Journal Emerald Publishing

The facets, antecedents and consequences of coopetition

Download PDF
20 pages

Loading next page...
 
/lp/emerald-publishing/the-facets-antecedents-and-consequences-of-coopetition-4BPVjU0TsV
Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1352-2752
DOI
10.1108/QMR-11-2016-0109
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this study is to explore the facets, antecedents and consequences of coopetition using three dimensions of entrepreneurial marketing. Coopetition is the interplay between competition and cooperation in which companies seek to collaborate with their rivals with the aim of enhancing performance compared to if they operated independently.Design/methodology/approachThis paper reports on 38 interviews across 25 firms competing in the New Zealand wine industry. Triangulation procedures were via primary and secondary methods. This data was analysed through a series of techniques to produce credible findings.FindingsCoopetition is comprised of resource- and capability-sharing activities. These activities are driven by an industry-wide cooperative mind-set; also, firms having access to competitors’ resources and capabilities. Coopetition was found to increase performance in ways that would not be possible if firms did not collaborate with their rivals.Originality/valuePrevious studies have focused on the facets and consequences of coopetition rather than its antecedents. Whilst exploration of these facets was undertaken in this study to reinforce prior research, this paper also investigates the antecedents of coopetition underpinned by the resource-based theory to contribute to the entrepreneurial marketing literature.

Journal

Qualitative Market Research: An International Journal – Emerald Publishing

Published: Apr 9, 2018

References

  • International opportunity recognition in international new ventures: a dynamic managerial capabilities perspective
  • The complementary effects of market orientation and entrepreneurial orientation on profitability in small businesses
  • The future of resource-based theory: revitalization or decline?
  • Coopetition in business networks: to cooperate and compete simultaneously
  • Coopetition-quo Vadis? Past accomplishments and future challenges