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21 A Paradoxical Model of Coopetition for Fast Internationalizing Smaller Technology-Focused Firms

  • Susan Freeman and William Cole
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De Gruyter Handbook of Coopetition
This chapter is in the book De Gruyter Handbook of Coopetition

Abstract

We develop and present a new conceptual model building paradox theory adopting the coopetition paradox theory, as the very nature of paradox engenders tension and highlights the value, rarity, inimitability and non-substitutability (VRIN) framework that shows how this process gives rise to the need for managers to develop specific coopetition capabilities to simultaneously manage the coopetition paradox of cooperative relationships and competitive tensions that can develop. Current research suggests that the combination of moderate cooperative and competitive interaction is the most dynamic and preferred area for larger multinational enterprises along their vertical and horizontal collaborative partnerships. Yet few studies examine the coopetitive process for senior managers of technology-focused innovationbased fast internationalizing small to medium-sized enterprises. Finally, while there are challenges in each of the three phases of coopetition, the most challenging is the formation phase in any relationship as it is deemed the most critical for the successful outcome of coopetition.

Abstract

We develop and present a new conceptual model building paradox theory adopting the coopetition paradox theory, as the very nature of paradox engenders tension and highlights the value, rarity, inimitability and non-substitutability (VRIN) framework that shows how this process gives rise to the need for managers to develop specific coopetition capabilities to simultaneously manage the coopetition paradox of cooperative relationships and competitive tensions that can develop. Current research suggests that the combination of moderate cooperative and competitive interaction is the most dynamic and preferred area for larger multinational enterprises along their vertical and horizontal collaborative partnerships. Yet few studies examine the coopetitive process for senior managers of technology-focused innovationbased fast internationalizing small to medium-sized enterprises. Finally, while there are challenges in each of the three phases of coopetition, the most challenging is the formation phase in any relationship as it is deemed the most critical for the successful outcome of coopetition.

Chapters in this book

  1. Frontmatter I
  2. De Gruyter Handbooks in Business, Economics and Finance V
  3. Contents VII
  4. List of Contributors XI
  5. An Introduction to Coopetition Research 1
  6. Section 1: Managing Coopetition Strategies
  7. 1 Sensemaking Degrowth for Coopetition Strategies – Evidence from Finland 15
  8. 2 Managing Coopetition: The Key to Benefiting from a Coopetition Strategy 39
  9. 3 Knowledge Management in Intraorganizational Coopetition 65
  10. 4 Strategizing Entrepreneurial Coopetitive Interactions 85
  11. 5 Understanding the Complexity Between Coopetition and Firm Performance 115
  12. 6 Synergizing Biodiversity and Big Data: The Rise of Coopetition Strategies 139
  13. 7 Coopetition Strategies of Small and Medium-Sized Enterprises: An Integrative Framework 157
  14. Section 2: The Dark-Sides of Coopetition
  15. 8 Inspecting the Diminishing-Returns Effect Between Coopetition and Firm Performance 179
  16. 9 The Dark Side of Coopetition and Its Implications for Interfirm Coopetitive Relationships 193
  17. 10 Navigating the AI Frontier in Coopetition: Suggestions on Conceptual Grid, Opportunities, and Tensions 213
  18. Section 3: Theoretical and Methodological Aspects of Coopetition
  19. 11 Coopetition: Lessons from The Hunger Games Stories 239
  20. 12 How the Resource-Based View Can Explain Coopetition 251
  21. 13 Challenges and Remedies for Exploring Coopetition Strategies in Empirical Research 261
  22. 14 Coopetition: A Meta-Theoretical Lens and a Research Program 271
  23. 15 Some Comments on the COOP Scale for Measuring the Coopetition Construct 281
  24. Section 4: Coopetition Activities in Different Regions
  25. 16 Coopetition in the Afrocentric Context 297
  26. 17 Coopetition and Territory 311
  27. 18 Coopetitive Dynamics and Innovation in Services: Introduction to Drivers and Outcomes in the Insurance Sector 323
  28. 19 Implementing Coopetition Within Small Firms in Emerging Economies 349
  29. Section 5: International Forms of Coopetition
  30. 20 Detecting Coopetition Within the “Grab-and-Go” Strategy in International Alliances 369
  31. 21 A Paradoxical Model of Coopetition for Fast Internationalizing Smaller Technology-Focused Firms 387
  32. List of Figures 421
  33. List of Tables 423
  34. About the Editor 425
  35. Index 427
https://doi.org/10.1515/9783111288987-022

Chapters in this book

  1. Frontmatter I
  2. De Gruyter Handbooks in Business, Economics and Finance V
  3. Contents VII
  4. List of Contributors XI
  5. An Introduction to Coopetition Research 1
  6. Section 1: Managing Coopetition Strategies
  7. 1 Sensemaking Degrowth for Coopetition Strategies – Evidence from Finland 15
  8. 2 Managing Coopetition: The Key to Benefiting from a Coopetition Strategy 39
  9. 3 Knowledge Management in Intraorganizational Coopetition 65
  10. 4 Strategizing Entrepreneurial Coopetitive Interactions 85
  11. 5 Understanding the Complexity Between Coopetition and Firm Performance 115
  12. 6 Synergizing Biodiversity and Big Data: The Rise of Coopetition Strategies 139
  13. 7 Coopetition Strategies of Small and Medium-Sized Enterprises: An Integrative Framework 157
  14. Section 2: The Dark-Sides of Coopetition
  15. 8 Inspecting the Diminishing-Returns Effect Between Coopetition and Firm Performance 179
  16. 9 The Dark Side of Coopetition and Its Implications for Interfirm Coopetitive Relationships 193
  17. 10 Navigating the AI Frontier in Coopetition: Suggestions on Conceptual Grid, Opportunities, and Tensions 213
  18. Section 3: Theoretical and Methodological Aspects of Coopetition
  19. 11 Coopetition: Lessons from The Hunger Games Stories 239
  20. 12 How the Resource-Based View Can Explain Coopetition 251
  21. 13 Challenges and Remedies for Exploring Coopetition Strategies in Empirical Research 261
  22. 14 Coopetition: A Meta-Theoretical Lens and a Research Program 271
  23. 15 Some Comments on the COOP Scale for Measuring the Coopetition Construct 281
  24. Section 4: Coopetition Activities in Different Regions
  25. 16 Coopetition in the Afrocentric Context 297
  26. 17 Coopetition and Territory 311
  27. 18 Coopetitive Dynamics and Innovation in Services: Introduction to Drivers and Outcomes in the Insurance Sector 323
  28. 19 Implementing Coopetition Within Small Firms in Emerging Economies 349
  29. Section 5: International Forms of Coopetition
  30. 20 Detecting Coopetition Within the “Grab-and-Go” Strategy in International Alliances 369
  31. 21 A Paradoxical Model of Coopetition for Fast Internationalizing Smaller Technology-Focused Firms 387
  32. List of Figures 421
  33. List of Tables 423
  34. About the Editor 425
  35. Index 427
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