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
Internal Coopetition as a Driver for Organizational Learning: An empirical explorative study on internal coopetition and tensions in a high-tech firm
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
2015 (English)Independent thesis Advanced level (degree of Master (One Year)), 10 credits / 15 HE creditsStudent thesis
Abstract [en]

Coopetition, the joint occurrence of competition and cooperation between two actors on more than one activity is an emerging topic of research. As Bengtsson and Kock (2014) mentioned, there is an exponential increase in published papers that tackle the problems and opportunities surrounding coopetition. Coopetition as a phenomenon has received an increased attention since Raymond Noorda, CEO and founder of Novell, first introduced the concept in the 1980s (Luo, 2007). Though, not only has the academic realm seen an increase, the business world has moved towards a more cooperative identity in relation to their competitors. Where partnerships used to be looked upon as second best solution (Beamish, 1988), it is now changing rapidly with the increase of joint ventures and other forms of partnerships (Pastor & Sandonis, 2002, p. 245). This empirically explorative study uses data extracted from an established Asian high-technology company. With 61 respondents ranging from regular employees to top management, correlation and regression analyses have been conducted to draw conclusions about the role of internal coopetition for learning within organizations based upon the previously mentioned variables. In conclusion, parts of the inter-organizational theory on coopetition can be adapted and used in an intra-organizational framework. Though more importantly, it is proven that in order to increase organizational learning from within the company, the coopetition intensity should be maintained on high levels.

Place, publisher, year, edition, pages
2015. , 80 p.
National Category
Business Administration
Identifiers
URN: urn:nbn:se:umu:diva-103585OAI: oai:DiVA.org:umu-103585DiVA: diva2:813227
External cooperation
Confidential
Supervisors
Examiners
Note

Continue

Available from: 2015-05-29 Created: 2015-05-22 Last updated: 2015-05-29Bibliographically approved

Open Access in DiVA

Internal Coopetition Drives Organizational Learning_2015(1410 kB)514 downloads
File information
File name FULLTEXT01.pdfFile size 1410 kBChecksum SHA-512
f5b241314e552953789b182fd8fa69711659ce5377c39d6ab0d260cec5a71e8294e34e10b6b5becfd969e9286d11cb4d2d0b5fba980d53f0d73c9cc83531d896
Type fulltextMimetype application/pdf

By organisation
Business Administration
Business Administration

Search outside of DiVA

GoogleGoogle Scholar
Total: 514 downloads
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

urn-nbn

Altmetric score

urn-nbn
Total: 437 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