On the duality of competition and collaboration: network-based knowledge relations in the biotechnology industry
By Amalya L. Oliver. 2004
155 citations recorded by the source corpus.
Subfields: Management of Technology and Innovation, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/e99c32256883517d0a0e444c7330d1224ea6f098
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management of Technology and Innovation
- Annika Tidström
- M. Bengtsson
- Frank Lasch
- Tatbeeq Raza‐Ullah
- Paavo Ritala
- Joakim Wincent
- Vladimir Vanyushyn
- Léo‐Paul Dana
In Strategy and Management
- Tatbeeq Raza‐Ullah
- Paavo Ritala
- Léo‐Paul Dana
- Frank Lasch
- F. Le Roy
- Julien Granata
- Annika Tidström
- David Massé
Citations in the corpus
- Untangling the value-creation and value-appropriation elements of coopetition strategy: A longitudinal analysis on the firm and relational levels (2014, background): “In fact, a common approach in the earlier literature on coopetition was to connect value creation with a relational strategy and value appropriation with a firm-level strategy (e.g., Oliver, 2004; Ritala & Hurmelinna-Laukkanen, 2009).”
- How do micro-firms manage coopetition? A study of the wine sector in France (2018, background): “Frequently, large firms use the principle of separation, whereby they divide organisational tasks related to competition and cooperation by placing them on different links of the value chain, at different organisational levels or across functional areas (Luo et al., 2006; Oliver, 2004).”
- Innovation intermediaries and collaboration: Knowledge–based practices and internal value creation (2018, unknown): “…employees or collaborators) also increases the risk of knowledge loss to intermediaries since these individuals could always change their association or, even worse, join competitors (Davenport et al., 2002; Oliver, 2004), diminishing the ability to generate internal value through collaboration.”
- Co‐opetition dynamics – an outline for further inquiry (2010, background): “To this background, the realization that firms increasingly simultaneously compete and cooperate has paved the way for more research on the combination of, and interrelationship between, cooperation and competition (Bengtsson and Kock, 2000; Chen, 2008; Oliver, 2004; Walley, 2007).”
- The coopetition paradox and tension: The moderating role of coopetition capability (2016, background): “In addition, these members might not have the full picture and understanding of the firm’s involvement in coopetition as cooperation and 10 competitions are often separated between units (Dowling et al., 1996; Oliver, 2004).”
- “All for One and One for All?” - Knowledge broker roles in managing tensions of internal coopetition: The Ubisoft case (2019, background): “The second principle, integration, encourages firms to transcend paradoxes by enhancing the coopetitive mindset of their employees and, in this way, internalizing the paradoxical nature of coopetition (Chen, 2008; Farjoun, 2010; Luo et al., 2006; Oliver, 2004).”