- Management of coopetition as requiring specific management skills
- Identification of coopetitive tensions
- Identification of coopetition management tools
From coopetition paradox to coopetition practice: How to manage coopetition strategies?
Coopetition strategies are widely adopted by multiple companies in various industries. After understanding why direct competitors would decide to collaborate on some of their core activities, the question is now to understand how can they work together?
One of the major research issues becomes the implementation and the management of a coopetition strategy. These questions have been too less investigated in previous scholars. Some studies tried to highlight some coopetitive tensions (Gnyawali et al., 2008; Fernandez et al., 2013) or pointed out some managerial principles (Bengtsson & Kock, 2000; Pellegrin et al., 2013). Thanks to the insights provided by these studies new questions regarding the implementation and the management of a coopetition strategy arise. Our research team aims to deeper investigate the different aspects and dimensions of coopetition management. Among all of our research areas, we try to shed new light on:
– The sources of coopetitive tensions: what are the sources of coopetitive tensions at the inter-organizational, organizational and inter-individual levels? What are the multiple dimensions of coopetitive tensions?
– The coopetitive organizational design: What are the organizational designs set up by coopetitors? Do competitors pool resources together in a joint organization or do they rather work separately, coordinating their final work? What kind of teams would they implement? Would they rather design virtual or traditional teams? Would they design two different teams or a common one?
– The management of coopetition: How do competitors manage the coopetitive tensions? What are the main principles considered by coopetitors? Are they efficient? What are the roles of top managers, alliance managers, middle managers, and project-managers in a coopetition context? What are the cognitive and psychological issues for individuals involved in a paradoxical context such as coopetition? How do companies deal with the dilemma between sharing and protecting strategic information? How do companies design their Information Systems to face this dilemma?
– The implications of coopetition: how do companies control and evaluate coopetition? What are the impacts of coopetition on both the organization and the different stakeholders?
These questions are discussed from theoretical and empirical points of view.
We would like to welcome you to debate these questions during some of our research meetings.