The coopetition paradox and tension: The moderating role of coopetition capability |
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| Institution: | 1. Montpellier Research in Management, University of Montpellier, Montpellier Business School;2. Management Theory Department, University of Economics in Katowice;1. Bayreuth University, Faculty of Law, Business and Economics, Chair of Strategic Management and Organization, Universitätsstrasse 30, 95444 Bayreuth, Germany;2. University of Marburg, School of Business and Economics, Research group of Management and Innovative Value Creation Concepts, Universitätsstrasse 25a, 35037 Marburg, Germany;1. Business Administration Division, School of Business, Hanyang University, Seoul 133-791, Republic of Korea;2. School of Business and Economics, 123 Academic Office Building, Michigan Technological University, Houghton, MI 49931, United States;3. R. B. Pamplin College of Business, 2011 Pamplin Hall, Virginia Polytechnic Institute and State University (Virginia Tech), Blacksburg, VA 24061, United States |
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| Abstract: | In this study, we apply a paradox perspective on coopetition to investigate the effects of coopetition paradox on managers' experience and perception of coopetitive tensions, and the role of coopetition capability in managing such tensions. We propose a theoretical model to posit that the intensity of coopetition paradox positively associates with managers' experience of external tension, which in turn lead them to perceive internal tension. Further, coopetition capability plays a dual role—moderates the relation between coopetition paradox and external tension, and reduces internal tension. We tested hypotheses on a representative multi-industry sample of 1532 firms in Sweden and the results confirm them. Our study contributes to understanding the critical role of coopetition capability that enables firms to maintain a moderate level of tension regardless of the intensity of coopetition paradox. |
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