Show Less


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.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 2: The Promise of Coopetition as a New Theoretical Perspective in Strategic Management

Marco Galvagno and Francesco Garraffo


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...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.