Winning Strategies for the 21st Century
Edited by Saïd Yami, Sandro Castaldo and Giovanni Battista Dagnino
Chapter 11: Coopetition Dynamics in Convergent Industries: Designing Scope Connections to Combine Heterogeneous Resources
Fabio Ancarani and Michele Costabile INTRODUCTION During the last few years, competition has radically changed due to the increase of unconventional players (mainly inter- or cross-industry) that have redrawn the landscape of many industries. Boundaries are increasingly fading among hi-tech industries (for example, the ICT – Wirtz, 2001) as well as among hi-touch1 and hi-tech industries: nutriceutics (also called the ‘functional food’ industry), edutainment, cosmeceutics and genetics diagnostics are just a sample of the emerging convergent markets. This dynamic is so innovative that many neologisms have been coined to describe it: hypercompetition (D’Aveni, 1994), coopetition (Nalebuff and Brandenburger, 1996), business ecosystems (Moore, 1996), blur economy (Davis and Meyer, 1998) and convergence (Collins, Bane and Bradley, 1997; Yoffie, 1997; Wirtz, 2001). Convergence and coopetition are the terms most commonly used by scholars and by the business community. As regards coopetition, as is well known, it is the result of different types of strategic interactions (from alliances to joint ventures) between companies that compete and collaborate at the same time. Coopetition has recently attracted increasing interest from the academic community, which has devoted some special issues to the subject (Revue Francaise de Gestion, special issue 2007; International Studies of Management and Organization, special issue 2007; Management Research, special issue 2008). Many contributions focus on the dynamics of coopetition strategies (Dagnino, Le Roy and Yami, 2007; Le Roy and Yami, 2007; Padula and Dagnino, 2007) and on related competences (Prévot, 2007), on the role of the customer (Depeyre and Dumez, 2007), on innovation...
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