Impact of Co-Opetition on Firm Competitive Behavior: An Empirical Examination

By Devi R. Gnyawali, Jinyu He, Ravi Madhavan. 2006

455 citations recorded by the source corpus.

Subfields: Strategy and Management, Tourism, Leisure and Hospitality Management

View Paper: https://www.semanticscholar.org/paper/372532b957c63a5e72417b16610332236f96db1c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Strategy and Management

1. Byung-Jin Park
2. Yuan Li
3. Xiaojun Wang
4. Yi Liu
5. Devi R. Gnyawali
6. M. Bengtsson
7. David Miller
8. Ming-Jer Chen

In Tourism, Leisure and Hospitality Management

1. Devi R. Gnyawali
2. Byung-Jin Park
3. M. Bengtsson
4. Frank Lasch
5. Yuan Li
6. Yi Liu
7. Heng Liu

Citations in the corpus

• Co‐opetition and Technological Innovation in Small and Medium‐Sized Enterprises: A Multilevel Conceptual Model (2009, background): “Gnyawali, He, and Madhavan (2006) examined co-opetition and its effects using the network perspective and empirically found that differential network configurations and structural positions among firms in a co-opetitive network reflect resource asymmetries among them and that such asymmetries lead…”
• Knowledge management and coopetition: How do cooperating competitors balance the needs to share and protect their knowledge? (2019, background): “Typically, coopetitors share general, noncodified knowledge among coopetitors (Enberg, 2012; Gnyawali, He, & Madhavan, 2006; Loebbecke et al., 1999).”
• How do micro-firms manage coopetition? A study of the wine sector in France (2018, background): “2 A specific form of cooperation is coopetition (Bengtsson and Kock, 2014; Gnyawali et al., 2006), which is simultaneous cooperation and competition to overcome resource scarcity, to strengthen market power and increase competitiveness (Bouncken et al.”
• Co-opetition, distributor's entrepreneurial orientation and manufacturer's knowledge acquisition: Evidence from China (2011, background): “…2007), defined as cooperation and competition simultaneously functioning between increasingly interdependent parties (Brandenburger and Nalebuff, 1996; Lado et al., 1997), and the balance between cooperation and competition can evolve into an important relational capability (Gnyawali et al., 2006).”
• Production Coopetition Strategies for Competing Manufacturers that Produce Partially Substitutable Products (2019, background): “This concept has been extended to networks at the intra-network (e.g., Gnyawali et al. 2006, Schiavone and Simoni 2011) and inter-network levels (e.g., Peng and Bourne 2009, Schiavone and Simoni 2011).”
• Co‐opetition dynamics – an outline for further inquiry (2010, background): “As a result, scholars interested in studying co-opetition or the intersection between cooperation and competition (Chen, 2008; Gnyawali et al., 2006; Padula and Dagnino, 2007; Walley, 2007) suggest a blend of cooperation and competition frequently exists and is difficult to completely avoid, providi”
• Reconceptualizing competitive dynamics: : A multidimensional framework (2015, background): “Mgmt. J., 36: 758–775 (2015) DOI: 10.1002/smj the sources and consequences of both competitive actions and a wide range of other types of firm actions (Gnyawali, He, and Madhavan, 2006), including cooperative and nonmarket moves.”