期刊
EUROPEAN MANAGEMENT JOURNAL
卷 40, 期 3, 页码 320-331出版社
ELSEVIER SCI LTD
DOI: 10.1016/j.emj.2021.07.002
关键词
Coopetition; Paradox; 3D model of relational space; Configurational analysis; Business networks
Cooperation and competition can coexist and even enable each other. Researchers address this paradox by developing a three-dimensional model and testing it on the success of 217 firms.
Cooperation and competition are often viewed as incompatible, antagonistic forces, thus are operationalized as two extremes on a continuum. However, they can coexist and even enable each other, thus may be operationalized as orthogonal constructs. We address this contradictory phenomenon by developing a more granular view of the cooperation-competition paradox. Building on interdisciplinary research, we develop a three-dimensional model of relational space (fairness-opportunism, sharing-control, and engagement-rivalry), providing a novel tool with which to investigate the paradoxical interplay between cooperation and competition through eight operationalizable configurations. Using fuzzy-set qualitative comparative analysis (fsQCA), we test our model by assessing how different configurations of interfirm relationships influence the short- and long-term success of a sample of 217 firms. Our findings show that only two of the eight possible relational configurations are associated with firm success, one in both the long and short term, and the other in the short term only.
作者
我是这篇论文的作者
点击您的名字以认领此论文并将其添加到您的个人资料中。
推荐
暂无数据