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
The coopetition paradox and tension: the moderating role of coopetition capability
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
2016 (English)In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 53, 19-30 p.Article in journal (Refereed) Published
Abstract [en]

In this study, we apply a paradox perspective on coopetition to investigate the effects of coopetition paradox on managers' experience and perception of coopetitive tensions, and the role of coopetition capability in managing such tensions. We propose a theoretical model to posit that the intensity of coopetition paradox positively associates with managers' experience of external tension, which in turn lead them to perceive internal tension. Further, coopetition capability plays a dual role—moderates the relation between coopetition paradox and external tension, and reduces internal tension. We tested hypotheses on a representative multi-industry sample of 1532 firms in Sweden and the results confirm them. Our study contributes to understanding the critical role of coopetition capability that enables firms to maintain a moderate level of tension regardless of the intensity of coopetition paradox. 

Place, publisher, year, edition, pages
2016. Vol. 53, 19-30 p.
Keyword [en]
coopetition, paradox, tension, management, capability
National Category
Business Administration
Identifiers
URN: urn:nbn:se:umu:diva-116721DOI: 10.1016/j.indmarman.2015.11.008ISI: 000370885300004OAI: oai:DiVA.org:umu-116721DiVA: diva2:902334
Available from: 2016-02-10 Created: 2016-02-10 Last updated: 2017-08-22Bibliographically approved
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

Open Access in DiVA

fulltext(1320 kB)109 downloads
File information
File name FULLTEXT01.pdfFile size 1320 kBChecksum SHA-512
2d4f102ae6a8344d279122f0334ca7f43a5199f3bd116f7bf73bb8332e34a8911471cd3f06afcdf3c3d6264b05fcd3f887b4ab425cbd3bef4639649f8610eb31
Type fulltextMimetype application/pdf

Other links

Publisher's full text

Search in DiVA

By author/editor
Bengtsson, MariaRaza-Ullah, TatbeeqVanyushyn, Vladimir
By organisation
Business Administration
In the same journal
Industrial Marketing Management
Business Administration

Search outside of DiVA

GoogleGoogle Scholar
Total: 109 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

Altmetric score

Total: 419 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