Walking the tight rope of coopetition: Impact of competition and cooperation intensities and balance on firm innovation performance

393 citations recorded by the source corpus.

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

How do micro-firms manage coopetition? A study of the wine sector in France (2018, background): “To obtain positive effects on firm performance, the literature suggests that firms find the ‘right’ balance by avoiding both low and high levels of coopetition (Bengtsson and Kock, 2014; Bengtsson et al., 2010; Park et al., 2014).”
“All for One and One for All?” - Knowledge broker roles in managing tensions of internal coopetition: The Ubisoft case (2019, background): “technologies to launch new products or access new markets, whereas the competitive dimension is essential both to avoid complacency between organizations and to motivate rapid internal innovation (Quintana-Garcia and Benavides-Velasco, 2004; Park et al., 2014; Raza-Ullah et al., 2014).”
The coopetition paradox and tension: The moderating role of coopetition capability (2016, background): “Based on the notion that a moderate level of tension is beneficial in coopetition (Park et al., 2014; Raza-Ullah & Bengtsson, 2014), we define coopetition capability as the ability to think paradoxically and to initiate processes that help firms attain and maintain a moderate level of tension, irres”