Winning Strategies for the 21st Century
Edited by Saïd Yami, Sandro Castaldo and Giovanni Battista Dagnino
Chapter 2: The Promise of Coopetition as a New Theoretical Perspective in Strategic Management
Marco Galvagno and Francesco Garraffo INTRODUCTION Firms often cooperate with competitors and it is very difficult to carry out this task (Gomes-Casseres, 1994; Harbison and Pekar, 1998; Dussauge, Garrette and Mitchell, 2000). Even if research on interfirm collaboration has begun to explore the issue of relationships among competitors (Lado, Boyd and Hanlon, 1997; Bengtsson and Kock, 2000; Gnyawali and Madhavan, 2001; Gnyawali, He and Madhavan, 2006; Dagnino and Padula, 2007), coopetition is still not a well-defined theoretical perspective in strategic management. A new theoretical perspective in social science is helpful when it has a conceptual framework that explains and predicts empirical phenomena not explained or predicted by conceptual frameworks already in existence in other streams of research (Shane and Venkataraman, 2000). To date, the phenomenon of coopetition has lacked such a conceptual framework. Rather than explaining a new and different set of empirical phenomena, coopetition has been used, at different levels, in analyzing situations which have been already studied according to the following theoretical perspectives: strategic alliances (Khanna, et al., 1998; Dussauge, et al., 2000; Ancarani and Shankar, 2003), collective strategies (Yami and Roy, 2007), competitive strategies (Lado, et al., 1997; Fosfuri and Giarratana, 2009), co-marketing (Sengupta, 1995), supply chain relations (Cachon and Zipkin, 1999; Kotzab and Teller, 2003), networks (Bengtsson and Kock, 2000; Ritala, Hallikas and Sissonen, 2008; Tidström, 2008), and cooperative R&D projects (Garud, 1994; Miotti and Sachwald, 2003; Belderbos, Carreeb and Lokshin, 2004; Weck and Blomqvist, 2004). As a result, many people could have trouble...
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