SMEs, co-opetition and knowledge sharing: the role of information systems

By Margi Levy, Claudia Löbbecke, Philip L. Powell. European Journal of Information Systems, 2003

364 citations recorded by the source corpus.

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In Strategy and Management

Citations in the corpus

Identifying and prioritizing critical success factors for coopetition strategy (2008, background): “Knowledge in general is important but some knowledge may be useless to an organizations ( Levy et al. , 2003”
Co‐opetition and Technological Innovation in Small and Medium‐Sized Enterprises: A Multilevel Conceptual Model (2009, background): “Along those lines, some scholars suggest that SMEs’ tendency to engage in co-opetition is likely to positively relate to financial performance (Levy, Loebbecke, and Powell 2003).”
How do micro-firms manage coopetition? A study of the wine sector in France (2018, background): “While much remains to be explored in the micro-firm context, little knowledge exists about micro-firms involved in coopetition or about coopetition among micro-firms (Levy et al., 2003; Morris et al., 2007).”
The relationship of Intellectual capital, innovation and organizational performance: a preliminary study in Malaysian SMEs (2009, background): “8 Even though, SME is said poor at storing knowledge (Kuan & Aspinwall, 2003; Levy, 2003), this preliminary study found that SME do keep their records of good practices in handling issues in future.”
Knowledge management and coopetition: How do cooperating competitors balance the needs to share and protect their knowledge? (2019, background): “Similarly, our respondents were working for SMEs, which may reveal a particular stance towards coopetition and knowledge management given their short-comings in terms of resources, capabilities, and knowledge (Levy et al., 2003).”
Resilience and competitiveness of small and medium size enterprises: an empirical research (2011, background): “Levy et al. (2003) argue that SMEs are good as knowledge creators, but are poor at knowledge retention.”
“All for One and One for All?” - Knowledge broker roles in managing tensions of internal coopetition: The Ubisoft case (2019, background): “Moreover, units’ willingness to share solutions also depends on their assessment of the likelihood of reciprocity in the knowledge sharing process (Levy et al., 2003; Schulz, 2001; Van Wijk et al., 2008).”
Antecedents of organizational resilience in economic crises—an empirical study of Swedish textile and clothing SMEs (2012, background): “Resilience of SMEs requires knowledge retention through flexible workforce, strategic thinking, and top management support (Levy et al., 2003), although it has been argued there that SMEs lack knowledge retention.”