Journal
ECONOMICS OF INNOVATION AND NEW TECHNOLOGY
Volume 14, Issue 6, Pages 455-477Publisher
ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
DOI: 10.1080/1043859042000304070
Keywords
Smart card; Coopetition; Competition; Cooperation; Strategy
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This article uses an explorative case study of the smart card industry where 'coopetition'is to be found. We showthat the nature of interaction between smart card actors, dealing with industry and market conditions that create a very complex competitive landscape, constitutes a mix of competition and cooperation. Here, we assume that the paradoxical aspect of competition and cooperation [Quinn, R.E. and Cameron, K.S. (1988) Paradox and Transformation. Cambridge, MA: Ballinger] can be juxtaposed in order to understand the strategic phenomena characterizing actors' interactions. Actors cooperate in some activities and compete on other ones. Such strategic behaviour is called coopetitive strategy, which is increasingly adopted by high-tech industry players.
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