期刊
INDUSTRIAL MARKETING MANAGEMENT
卷 106, 期 -, 页码 47-57出版社
ELSEVIER SCIENCE INC
DOI: 10.1016/j.indmarman.2022.08.002
关键词
Coopetition; Competition and cooperation; Long-term orientation; Strategic orientation; Alliances
This article examines the role of a firm's strategic mindset, particularly its long-term orientation, in coopetition. The results show that a firm's long-term orientation is positively related to competition intensity within alliances and the propensity to engage in coopetitive activities, but not significantly related to cooperation intensity within coopetitive setups.
Since the field's inception, coopetition scholars have fueled fruitful discussions on why firms engage in coope-titive behavior. In recent years, academics are increasingly calling for a more nuanced analysis of the antecedents of coopetition, as most prior work on the drivers of coopetition echoes the goals or beneficial outcomes of inter -firm coopetition. Expanding recent studies, this article provides insights into the role of a firm's strategic mindset-precisely its long-term orientation-for coopetition. First, results reveal that a firm's long-term orientation relates positively to the competition intensity within alliances. Second, results show a positive relationship between a firm's long-term orientation and the propensity to engage in coopetitive activities. Third, results do not confirm a relationship between firms' long-term orientation and the cooperation intensity within coopetitive setups. We assess our hypotheses empirically using a cross-sectional dataset of 4823 alliances formed between 2000 and 2017 by 217 firms in the S&P 500 Index. Introducing the long-term perspective of a firm to the coopetition context, this study advances our grasp of the drivers behind coopetitive firm behavior.
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