Cooperation, competition, and innovative capability: a panel data of European dedicated biotechnology firms
By Cristina Quintana‐García, Carlos A. Benavides-Velasco. 2004
519 citations recorded by the source corpus.
Subfields: Strategy and Management
View Paper: https://www.semanticscholar.org/paper/235cc009bfd30b2691da6db8fe444ebdf6de6e8d
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In Strategy and Management
- Frank Lasch
- D. Johnston
- F. Le Roy
- Zhaohui Wu
- Julien Granata
- Surya Dev Pathak
- Léo‐Paul Dana
- Catherine E. A. Mulligan
Citations in the corpus
- How do micro-firms manage coopetition? A study of the wine sector in France (2018, background): “Small firms engage in coopetition to increase their innovation capacity and technological performance (Quintana-García and Benavides-Velasco, 2004; Ritala and Hurmelinna-Laukkanen, 2009), sales performance (Lechner et al., 2016) and financial performance (Morris et al., 2007; Robert et al., 2009).”
- Identifying and prioritizing critical success factors for coopetition strategy (2008, background): “Organizations should monitor conflict intensity, conflict management processes and conflict management skills on a continual basis ( Quintana-Garcia and Benavides-Velasco, 2004”
- Toward a structural view of co‐opetition in supply networks (2014, background): “Co- opetition between buyers and suppliers has been observed and analyzed in industries including semiconductors (Browning et al., 1995), steel (Gnyawali, He and Madhavan, 2006) and pharmaceuticals (Quintana-García and Benavides-Velasco, 2004).”