Toward coopetition within a multinational enterprise: A perspective from foreign subsidiaries

By Yadong Luo. 2005

370 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/a8b086f9848813613bf590083dc8f11ce8d15280

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Citations in the corpus

The coopetition paradox and tension: The moderating role of coopetition capability (2016, background): “Prior studies have mainly studied internal tension that develops as a result of intra-firm coopetition (Tsai, 2002; Luo, 2005; Luo et al., 17 2006).”
Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness (2014, background): “Luo (2005) emphasises that it is the quality and rarity of these resources that determines the likelihood of the subsidiary gaining corporate support and parent mandate assignments.”
Behavioral antecedents of coopetition: A synthesis and measurement scale (2020, background): “This step is even more relevant given that coopetition is commonly acknowledged as an industry-specific (Czakon et al., 2014), culturally dependent (Klimas, 2016), and country-sensitive (Luo, 2005, 2007) phenomenon.”
Co‐opetition and Technological Innovation in Small and Medium‐Sized Enterprises: A Multilevel Conceptual Model (2009, background): “Creating value is an inherently cooperative process, whereas capturing value is inherently competitive (Luo 2005).”
Culture, Conditions and Paradoxical Frames (2017, background): “For cooperation and competition in particular, the effects of cultural diversity for multinational organizations is a particularly salient example, as subsidiary relations involve both cooperation and competition (Luo, 2005).”
Knowledge complementarity, knowledge absorption effectiveness, and new product performance: The exploration of international joint ventures in China (2013, background): “In other words, knowledge complementarity emphasizes the knowledge differences that exist between two strategic partners (Kim & Finkelstein, 2009; Luo, 2005a).”
“All for One and One for All?” - Knowledge broker roles in managing tensions of internal coopetition: The Ubisoft case (2019, background): “between business units to avoid redundancies and generate economies of scale (Luo, 2005).”
Exploring the paradox of competence‐creating subsidiaries : balancing bandwidth and dispersion in MNEs (2014, neutral): “‘Coopetition’ remains an imperfect mechanism to reward performance and allocate resources to establishments within a network, because it reduces the incentive to share knowledge (Luo 2005, Tsai 2002).”