A coopetition perspective of global competition

By Yadong Luo. 2007

647 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/46165af3cd7dc76971c77c90fa9f464390d11a53

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

In Tourism, Leisure and Hospitality Management

Citations in the corpus

How do micro-firms manage coopetition? A study of the wine sector in France (2018, background): “While large firm executives are involved in only strategic dimensions (Chen, 2008; Luo, 2007) and individuals pilot coopetition projects (Oshri and Weber, 2006), micro-firm owner-managers are directly involved in both strategic and operational dimensions.”
Co-opetition, distributor's entrepreneurial orientation and manufacturer's knowledge acquisition: Evidence from China (2011, background): “…indicate that the properties of a supply chain partnership can be best described as co-opetition (Bengtsson and Kock, 2000; Kotzab and Teller, 2003; Luo, 2007), defined as cooperation and competition simultaneously functioning between increasingly interdependent parties (Brandenburger and…”
Behind organizational slack and firm performance in China: The moderating roles of ownership and competitive intensity (2009, background): “Additionally, increasing product market competition in China compels POEs to be more efficient to survive ( Luo, 2007 ).”
Walking the tight rope of coopetition: Impact of competition and cooperation intensities and balance on firm innovation performance (2014, background): “resources (Luo, 2007).”
The coopetition paradox and tension in coopetition at multiple levels (2014, background): “Luo (2007) argues that four internal and external factors drive firms to compete with each other; (1) an increased overlap between firms competitive goals, (2) increased maturity of the industry, (3) increased symmetry between firms and (4) decreased resource dependency between firms.”
Co‐opetition and Technological Innovation in Small and Medium‐Sized Enterprises: A Multilevel Conceptual Model (2009, background): “The phenomenon of co-opetition, that is, simultaneous cooperation and competition between firms, has become increasingly popular in recent years (Gnyawali, He, and Madhavan 2008, 2006; Chen 2008; Luo 2007; Ketchen, Snow, and Hoover 2004; Bengtsson and Kock 2000).”
The coopetition paradox and tension: The moderating role of coopetition capability (2016, background): “Literature lists numerous drivers and positive outcomes of coopetition such as: to improve quality standards, production efficiency, and product innovation; to influence a third party; to achieve economies of scope; and setting industry standards, among others (Gnyawali & Park, 2011; Luo, 2007).”
Behavioral antecedents of coopetition: A synthesis and measurement scale (2020, background): “Coopetition complexity (Lundgren-Henriksson and Kock, 2016), tensions between the logics of collaboration and competition (Luo, 2007), and the necessity to enact environmental conditions (Mariani, 2007) pose high cognitive demands for managers.”
Managerial ties, absorptive capacity, and innovation (2008, background): “Exchange of knowledge among competitors leads to effective methods for quickly improving production efficiency, quality control, and product innovation (Luo, 2007).”
International entrepreneurship: The pursuit of entrepreneurial opportunities across national borders (2018, background): “While ‘‘coopetition’’ has been studied with respect to multinational enterprises (Luo, 2007), we know little about the mechanisms underlying successful coopetition among heterogeneous and”