Co-opetition and Technological Innovation in Small and Medium-Sized Enterprises: A Multilevel Conceptual Model

TL;DR: In this article, the authors reconceptualize the firm-level construct absorptive capacity as a learning dyad-level measure, relative absorptive capacities, and test the model using a sample of pharmaceutical-biotechnology R&D alliances.

TL;DR: In this paper, the authors suggest that the early definition of co-copetition, as a dual relationship between firms that simultaneously cooperate and compete, needs to be refined, and suggest that coopetition is a paradoxical relationship between two or more actors, regardless of whether they are in horizontal or vertical relationships.

TL;DR: A systematic literature review and a synthesis of high-quality contributions in this field with a focus on a general overview of research on co-copetition, coopetition as a strategy, and the management of co-opetition is presented in this article.

TL;DR: In this article, the authors examined the effect of a co-competition strategy on the firm's innovation and market performance, focusing on the moderating effects of market uncertainty, network externalities and competitive intensity.

TL;DR: In this article, the authors examine the phenomenon of the transnational transfer of strategic organizational practices within multinational companies using a cross-disciplinary approach and develop a multilevel model of transfer success based on the notion of the contextual embeddedness of the process of transfer.

TL;DR: In this paper, it is argued that the most complex, but also the most advantageous relationship between competitors, is "cooperative" where two competitors both compete and cooperate with each other.

Abstract: We link the exploration–exploitation framework of organizational learning to a technology venture's strategic alliances and argue that the causal relationship between the venture's alliances and its new product development depends on the type of the alliance. In particular, we propose a product development path beginning with exploration alliances predicting products in development, which in turn predict exploitation alliances, and that concludes with exploitation alliances leading to products on the market. Moreover, we argue that this integrated product development path is moderated negatively by firm size. As a technology venture grows, it tends to withdraw from this product development path to discover, develop, and commercialize promising projects through vertical integration. We test our model on a sample of 325 biotechnology firms that entered 2565 alliances over a 25-year period. We find broad support for the hypothesized product development system and the moderating effect of firm size. Copyright © 2004 John Wiley & Sons, Ltd.