Winning Strategies for the 21st Century

Edited by Saïd Yami, Sandro Castaldo and Giovanni Battista Dagnino

As an original strategic management perspective, coopetition has hitherto been underexploited in analysing contemporary firm strategies and behaviours and, more generally, managerial practices and processes. This innovative book provides both theoretical insights and empirical evidence on coopetition.

Chapter 5: Coopetitive Value Creation in Entrepreneurial Contexts: The Case of AlmaCube

Giovanni Battista Dagnino and Marcello Mariani

Subjects: business and management, strategic management


Giovanni Battista Dagnino and Marcello Mariani INTRODUCTION In the burgeoning coopetition strategy literature, scant attention has been paid so far to the role of the coopetitive system of value creation in entrepreneurial contexts. With the aim of epitomizing such a system, we draw attention to the fact that coopetition does not simply emerge from coupling competition and cooperation issues, but rather, it implies that cooperation and competition merge together to form a new kind of strategic interdependence between firms. Accordingly, coopetition strategy concerns interfirm strategy that allows the firms involved to manage a partially convergent interest and goal structure and to create value by means of coopetitive advantage. Drawing on a parsimonious set of theoretical antecedents (Dagnino and Padula, 2002; Dagnino and Mariani, 2007; Padula and Dagnino, 2007), this paper elaborates a comprehensive framework in which the emergence of coopetition is linked to the configuration process of entrepreneurial strategies. In more detail, the paper focuses on the strategic role of the entrepreneurial firm in bridging the gap between the capability space and the opportunity space, by characterizing entrepreneurial coopetitive strategies according to the required objectives of execution versus innovation. Consequently, we show how coopetition can be the appropriate spark to initiate value creation in early stage entrepreneurial contexts, where entrepreneurial initiatives have to select their strategic courses of action by capturing the right well-timed opportunities, frequently making use of a limited capability base. A few business mini-cases extracted from the initiatives incubated and developed within AlmaCube illustrate how coopetitive analysis...

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