Innovation in knowledge-intensive industries: The double-edged sword of coopetition
By Ricarda B. Bouncken, Sascha Kraus. 2013
526 citations recorded by the source corpus.
Subfields: Strategy and Management
View Paper: https://www.semanticscholar.org/paper/ee2dc3f07802680765183d12eda783325006b517
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In Strategy and Management
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Citations in the corpus
- Evolutionary or revolutionary business model innovation through coopetition? The role of dominance in network markets (2016, background): “Firms are increasingly cooperating and competing at the same time in order to create and capture value (Bouncken & Kraus, 2013; Ritala, Golnam, & Wegmann, 2014; Rusko, 2014).”
- Friend or foe: Customer-supplier relationships and innovation (2017, background): “First, despite the emerging literature on corporate innovation (Atanassov, 2013; Bouncken & Kraus, 2013; Cornaggia, Mao, Tian, &Wolfe, 2015; He & Tian, 2013; Tian &Wang, 2011) and the extensive literature on customer-supplier relationships (Ahern &Harford, 2014; Fee & Thomas, 2004; Kale & Shahrur,…”
- How do micro-firms manage coopetition? A study of the wine sector in France (2018, background): “An important risk factor is that a competitor gains controlled, or uncontrolled, access to a firm’s internal resources (Bouncken and Kraus, 2013).”
- Firm Innovativeness and Export Performance: Environmental, Networking, and Structural Contingencies (2013, background): “Similarly, Bouncken and Kraus (2013) find that greater coopetition (i.e., the simultaneous pursuit of cooperation and competition) with channel partners is advantageous for firms that emphasize greater innovativeness.”
- Knowledge management and coopetition: How do cooperating competitors balance the needs to share and protect their knowledge? (2019, methodology): “Supporting prior research, our interviewees fear opportunistic behavior when applying a coopetition strategy (Bouncken & Kraus, 2013; Estrada et al., 2016) that induces coopetitors to apply particular knowledge protection practices.”