Business practice widely acknowledges that increasingly today rivals are also roommates. Nonetheless, research on coopetition strategy (i.e., the simultaneous coexistence of competition and cooperation) is walking across a transitional evolutionary phase.
This volume, Coopetition Strategy an Inquiry...
Business practice widely acknowledges that increasingly today rivals are also roommates. Nonetheless, research on coopetition strategy (i.e., the simultaneous coexistence of competition and cooperation) is walking across a transitional evolutionary phase.
This volume, Coopetition Strategy an Inquiry into Coopetition Drivers, Management, and Capabilities, aims to contribute to the coopetition research stream by tackling three main issues: (1) the key characteristics of coopetition strategy vis-à-vis other strategic interfirm options; (2) the linkages between the coopetition drivers and the modes of managing coopetition; (3) the dynamic capabilities, that we label “dynamic coopetition capabilities”, firms need to develop to effectively manage coopetition strategy. In sum, the book offers a comprehensive view of the key conditions underlying a firm’s choice to adopt a successful coopetition strategy, as well as of the types of dynamic capabilities required to effectively formulate and implement it.
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