This innovative book portrays the state-of-the-art of coopetition strategy regarded as a compelling mindset to exploit entirely the potential of actors’ interdependencies (firms, governments, suppliers, customers, scientists and partners) in today’s global scenarios. It provides the rudiments for navigating an exploration journey into a virtually new and emergent management subfield.
This volume presents three key distinctive features:
Looking into this volume, the reader will realize that, while the topic is at the beginning of its lifecycle, coopetition strategy has touched an important crossroads which solicits a more comprehensive and systematic assessment. If mindfully formulated and implemented, this hybrid strategic option is able to increase returns and generate value for shareholders, entrepreneurs, managers and coopetitors.
"The confluence between competitive advantage and collaborative advantage in the world of international business has been ongoing but the empirical work to support this type of strategic decision has been fragmented. This exceptional volume provides an up to date collection of research papers addressing this issues and sparking the development of the coopetition strategy area. Strategy academics, consultants, practitioners will find this volume useful in their research, advice and action." Dr Rehan ul-Haq, strategy and alliances academic and consultant, Birmingham Business School, University of Birmingham.
Foreword (Pankaj Ghemawat)
1. Introduction: coopetition strategy: a “path recognition” (Giovanni Battista Dagnino and Elena Rocco)
Part 1: Coopetition strategy: conceptual development
2. Coopetition strategy: a new kind of interfirm dynamics for value creation (Giovanni Battista Dagnino)
3. Competitor analysis and interfirm coopetition: a two-step model to assess the rival’s interest and commitment in a coopetitive agreement (Francesco Garraffo and Elena Rocco)
4. Intrafirm coopetition, knowledge creation and innovativeness (Paavo Ritala , Kari Välimäki, Kirsimarja Blomqvist, and Kaisa Henttonen)
5. Trust and coopetition: the strategic role of trust in interfirm coopetitive dynamics (Sandro Castaldo and Giovanni Battista Dagnino)
Part 2: Coopetition strategy: case-based inquiry
6. Globalization, coopetition strategy and the role of the state in the creation of new high-technology industries: the cases of Israel and Taiwan (Daniel Breznitz)
7. Coopetitive strategies for knowledge creation: managing university–industry relationships in biotechnology (Daniela Baglieri)
8. Coping with coopetition in knowledge-intensive multiparty alliances: two case studies (Maura Soekijad and Ruben van Wendel de Joode)
9. Emergent coopetitive and cooperative strategies in interorganizational relationships: empirical evidence from Australian and Italian operas (Marcello M. Mariani)
10. Coopetition and business model change: a case-based framework of coopetition-driven effects (Elena Bonel and Elena Rocco)
Part 3: Coopetition strategy: experimental evidence
11. Bargaining in the European automotive industry: coopetitive models and laboratory experiments (Stefan Ricardo Girschik, Alessandro Rossi and Roman Boutellier)
12. Coopetitive strategies to limit the insurance fraud problem in Japan (Mahito Okura)
13. An experimental investigation of fairness and reciprocity as determinants of intraorganizational coopetition (Alessandro Rossi and Massimo Warglien)
14. Coordination and trust as prerequisites of coopetition: experimental evidence (Maria Giovanna Devetag)
15. Conclusion (Giovanni Battista Dagnino and Elena Rocco)