Linking joint value creation to the interplay of competition and cooperation: A fuzzy set approach

The aim of this paper is to explore the link between joint value creation and the varying nature of simultaneity. Joint value creation is a central concept in cooperative strategies and more broadly in the strategic management field. When cooperating with competitors firms have value creation intent, but face conflicting logics arising from the simultaneous pursuit of cooperation and competition. This study adopts a two continua approach to analyze coopetition at both the department level and the organizational level. We explore the conjunctural causality based on two multipartner alliances in the pharmaceutical industry. The fsQCA allows detecting multiple causal paths between different intensities of cooperation and competition at both the department and the firm levels (conditions) to joint value creation (outcome). A key contribution of this paper is the conceptualization and empirical demonstration of the relation between the joint value creation and the coopetition intensity. Different types of coopetition engagements generate different outcomes in terms of joint value creation. The results show that high intensity of cooperation combined with high intensity of competition is significant for joint value creation. Unbalanced intensities of both elements, as well as low coopetition intensity, do not lead to joint value creation.

Automated summary

This paper explores the relationship between joint value creation and coopetition intensity, finding that high intensity of cooperation combined with high intensity of competition is crucial for joint value creation. Different types of coopetition engagements lead to different outcomes in joint value creation, while unbalanced or low intensities fail to achieve joint value creation.