umu.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Paradoxical tension and firm performance: The contingent role of coopetition capability
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration. Umeå University.
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
2019 (English)In: Academy of Management. Annual Meeting Proceedings, ISSN 2151-6561, E-ISSN 2151-6561, Vol. 1Article in journal, Meeting abstract (Refereed) Published
Abstract [en]

While a growing body of research has recognized that coopetition is paradoxical and creates tension, limited research has examined how paradoxical tension manifests and impacts firm performance. We theorize that paradoxical tension in coopetition manifests in the cognition and emotion of senior managers and that high level of paradoxical tension creates dysfunctional behaviors that compromise performance. We further argue that the detrimental effect on performance could be mitigated when firms have capabilities to understand and deal with the paradoxical situation. We conceptualize coopetition capability as a three dimensional construct consisting of cognitive, emotional, and balancing dimensions, and empirically examine its moderating role on the tension-performance relationship. Results based on survey and secondary data from 187 high technology and knowledge intensive firms show that experienced paradoxical tension does indeed hurt firm performance. Results also show that firms that possess coopetition capability can analyze the paradoxical situation, emotionally deal with the paradox, and maintain a balance in the midst of competing demands from competition and cooperation do minimize the negative performance effect of paradoxical tension in coopetition.

Place, publisher, year, edition, pages
2019. Vol. 1
National Category
Business Administration
Identifiers
URN: urn:nbn:se:umu:diva-163606DOI: 10.5465/AMBPP.2019.14771abstractOAI: oai:DiVA.org:umu-163606DiVA, id: diva2:1355490
Conference
Academy of Management, Boston, United States, August 9-13, 2019
Available from: 2019-09-29 Created: 2019-09-29 Last updated: 2019-10-08Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full text

Authority records BETA

Raza-Ullah, TatbeeqBengtsson, Maria

Search in DiVA

By author/editor
Raza-Ullah, TatbeeqBengtsson, Maria
By organisation
Business Administration
In the same journal
Academy of Management. Annual Meeting Proceedings
Business Administration

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 21 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf