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The role of emotional ambivalence in coopetition alliances
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration. Umeå University.
2017 (English)In: 77th Annual Meeting of the Academy of Management, Atlanta, Aug 4-8, 2017, 2017Conference paper, Oral presentation only (Refereed)
Abstract [en]

I develop and test a theoretical model of moderated mediation in which emotional ambivalence functions as an intervening mechanism that explains association between co-opetitive tension and performance in co-opetition alliances. I also consider how managerial response of acceptance and organizational balancing capability influence the mediating role of emotional ambivalence in the tension– performance relationship through the effect they have on how ambivalence relates to performance. The structural model results, based on a sample of 220 firms involved in dyadic co-opetition alliances, show full mediation of emotional ambivalence and positive moderation of balancing capability. Counter to my expectation, however, acceptance response negatively moderates the link between emotional ambivalence and performance. Interestingly, the moderated mediation results show that when balancing capability is high and ambivalence response is low, the conditional indirect effects of tension on performance turn from negative to positive. I discuss how the recent theory on ambivalent responses of wise actors versus wise systems can explain this intriguing pattern of moderated mediation.

Place, publisher, year, edition, pages
2017.
Keyword [en]
paradox, tension, emotional ambivalence, co-opetition, management, balance, performance
National Category
Business Administration
Research subject
Business Studies
Identifiers
URN: urn:nbn:se:umu:diva-138383DOI: 10.5465/AMBPP.2017.17710abstractOAI: oai:DiVA.org:umu-138383DiVA: diva2:1134847
Conference
77th Annual Meeting of the Academy of Management, Atlanta, Aug 4-8, 2017
Available from: 2017-08-21 Created: 2017-08-21 Last updated: 2017-08-26
In thesis
1. A theory of experienced paradoxical tension in co-opetitive alliances
Open this publication in new window or tab >>A theory of experienced paradoxical tension in co-opetitive alliances
2017 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Empirical research shows that co-opetition is a double-edged sword such that it can both help and hurt the achievement of desired performance outcomes. Despite the proliferation of co-opetitive alliances (i.e., simultaneous pursuit of competition and cooperation between firms), the field still lacks a theoretical framework that could help explain the dynamic mechanisms and conditions leading to these contradictory results. This thesis attempts to distill and integrate arguments from different literature streams of paradox, ambidexterity, and emotion to develop a framework in which experienced paradoxical tension (i.e., individual level cognitive difficulty and emotional ambivalence that pulls managers in opposite directions) serves as the main underlying mechanism through which co-opetition (i.e., an inter-firm level paradox) differentially affects performance in co-opetitive alliances. I further propose that firms' failure or success to achieve performance objectives in co- opetitive alliances is also contingent upon having a strong co-opetition capability (i.e., a multidimensional capability comprising analytical, emotional, and balancing dimensions). This thesis includes four appended papers that have used various methodologies such as anecdotes, exemplar cases, and particularly survey questionnaires to test some parts of the developed theory. The results from different papers show support for most of the tested relationships. Overall, the thesis contributes by proposing a much- need theory of experienced paradoxical tension that address the core issues related to the nature, source, consequence, and management of such tension in co-opetitive alliances. My theory has implications for research on organizational paradox and emotion, as well as for senior managers who are responsible for the success of co-opetitive alliances.

Place, publisher, year, edition, pages
Umeå: Umeå University, 2017. 92 p.
Series
Studier i företagsekonomi. Serie B, ISSN 0346-8291 ; 97
Keyword
co-opetition, paradox, tension, cognitive difficulty, emotional ambivalence, management, balance, capability, performance
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:umu:diva-138385 (URN)978-91-7601-743-2 (ISBN)
Public defence
2017-09-14, Hörsal s205, Samhällsvetarhuset, Umeå, 13:15 (English)
Opponent
Supervisors
Available from: 2017-08-24 Created: 2017-08-21 Last updated: 2017-09-05Bibliographically approved

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CiteExportLink to record
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Cite
Citation style
  • apa
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Language
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Output format
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