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Experiencing the paradox of coopetition: A moderated mediation framework explaining the paradoxical tension–performance relationship
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
2018 (English)In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872Article in journal (Refereed) Epub ahead of print
Abstract [en]

In this paper, I investigate how and why experienced paradoxical tension deteriorates coopetitive performance and when such debilitating effects can be managed. More specifically, by drawing on the paradox theory and emotion literature, I suggest that paradoxical tension (i.e., the cognitive difficulty faced by senior managers as they pursue multiple, simultaneous competing demands of coopetition) creates a state of emotional ambivalence, which in turn, contributes negatively to coopetitive performance. I further propose that the negative consequences can be managed through organizational-level mechanisms, namely, emotional capability and balancing capability. The results show a full mediation of emotional ambivalence and a positive influence of balancing capability. Surprisingly, the moderating effect of emotional capability turns out to be negative. However, interestingly, the moderated-mediation result shows that a blend of higher balancing capability and lower emotional capability produces a positive indirect effect of tension on performance. The paper contributes to the research on strategy and organizational paradoxes.

Place, publisher, year, edition, pages
Elsevier, 2018.
Keywords [en]
coopetition, paradox, emotion, ambivalence, capability, balancing, tension
National Category
Business Administration
Identifiers
URN: urn:nbn:se:umu:diva-155697DOI: 10.1016/j.lrp.2018.12.003OAI: oai:DiVA.org:umu-155697DiVA, id: diva2:1282854
Funder
Forte, Swedish Research Council for Health, Working Life and Welfare, 2013–00741Available from: 2019-01-26 Created: 2019-01-26 Last updated: 2019-04-05

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Raza-Ullah, Tatbeeq

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