Managing coopetition through horizontal supply chain relations: Linking dyadic and network levels of analysis

By Miriam M. Wilhelm. 2011

316 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/4751032a26617f22703a4e68fac33506d88d76cf

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In Strategy and Management

Citations in the corpus

The influence of supply network structure on firm innovation (2014, background): “buyer– supplier, supplier-supplier), thus ignoring the effects from firms being embedded within a larger context of the supply network as a whole [2, 3].”
The coopetition paradox and tension in coopetition at multiple levels (2014, background): “…in terms of role conflicts; ‘tension’ between cooperation and competition; or between the contradictions inherent in the nature of the coopetitive phenomenon; for instance, value creation versus value appropriation (cf. Wilhelm, 2011; Lacoste, 2012; Das & Teng, 2000; Tidström & Åhman, 2006).”
Impact of supply base structural complexity on financial performance: Roles of visible and not‐so‐visible characteristics (2017, background): “Cooperative complexity (Pathak et al., 2014; Wilhelm, 2011) is measured by the number of links among 1st tier suppliers over the total possible links.”
Toward a structural view of co‐opetition in supply networks (2014, background): “First, co-opetitive tension between a buyer and a supplier is influenced by the multiple and overlapping relational linkages in the larger network in which the firms are embedded (Choi and Wu, 2009; Dyer and Nobeoka, 2000; Wilhelm, 2011).”
Managing Imbalanced Supply Chain Relationships for Sustainability: A Power Perspective (2014, background): “Recently, authors in SCM have argued that considering triads could help link the dyadic to the network level of analysis and account for structural embeddedness (Choi & Kim, 2008; Choi & Wu, 2009; Wilhelm, 2011).”
Pandemics and Supply Chain Management Research: Toward a Theoretical Toolbox* (2020, background): “This brings to the forefront the potential importance of coopetition (e.g., Wilhelm, 2011) in which competing firms cooperate to realize an important outcome.”
Production Coopetition Strategies for Competing Manufacturers that Produce Partially Substitutable Products (2019, background): “…and Park 2011, Ritala and Hurme-linna-Laukkanen 2013), strategic alliances (e.g., Dussauge et al. 2000, Rai 2016), international business (e.g., Kim and Parkhe 2009), marketing (e.g., Bello et al. 2010, Luo et al. 2006) and supply chain management (e.g., Bakshi and Kleindorfer 2009, Wilhelm 2011).”