Coopetition Strategy – When is it Successful? Empirical Evidence on Innovation and Market Performance
By Paavo Ritala. 2001
560 citations recorded by the source corpus.
Subfields: Strategy and Management
View Paper: https://www.semanticscholar.org/paper/514fbdc76b054f327633c57775ea8e22e0188a2f
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In Strategy and Management
- Xiaojun Wang
- Xu Chen
- Frank Lasch
- Marcello M. Mariani
- W. Czakon
- F. Le Roy
- Elvin Matos Collado
- Yusen Xia
Citations in the corpus
- Knowledge management and coopetition: How do cooperating competitors balance the needs to share and protect their knowledge? (2019, background): “…comes with risks and challenges (Bouncken et al., 2015; Gast, Filser, Gundolf, & Kraus, 2015), including knowledge leakage (Estrada et al., 2016; Ritala, 2012) and opportunism (Bouncken & Kraus, 2013; Pellegrin-Boucher, Le Roy, & Gurău, 2013), which lead to an involuntary loss of knowledge to…”
- How do micro-firms manage coopetition? A study of the wine sector in France (2018, background): “The literature suggests that coopetition has both positive and negative effects on firm performance (Ritala, 2012); thus, coopetition is depicted as a ‘double-edged sword’ (Bouncken and Fredrich, 2012), which may swing in the ‘right’ direction depending on contingencies and moderating factors.”
- Production Coopetition Strategies for Competing Manufacturers that Produce Partially Substitutable Products (2019, background): “From resource dependence theory and the resource-based view, firms can seek to improve the efficiency of their use of existing resources when serving their current market share or capturing a larger share (Dorn et al. 2016, Ritala 2012).”
- Evolutionary or revolutionary business model innovation through coopetition? The role of dominance in network markets (2016, background): “There are many motivations behind these coopetition arrangements of sharing resources (Ritala, 2012).”
- Behavioral antecedents of coopetition: A synthesis and measurement scale (2020, methodology): “We find strong evidence that perceived benefits (Ritala, 2012) and strategic fit (Luo, 2005), previously indicated in the literature, converge into one construct of rational strategic decision-making.”