Industrial land price between China’s Pearl River Delta and Southeast Asian regions: Competition or Coopetition?

The planned economy system’s previous form of industrial land market control in China has led to current market failure because of a large amount of industrial land being sold at a very low price, causing extensive overuse of land and negative effects on land management. As the “World Factory”, the Pearl River Delta (PRD) is well known for its rapid urbanization largely driven by Foreign Direct Investment in labor-intensive industries. A low-land price strategy has been commonly adopted by the local government in order to attract industrial investment. In the past decade, the PRD has increasingly faced the increasing competition from its neighboring competition from its neighboring countries in Southeast Asia that have established preference policies to attract FDI and foreign enterprises. Despite a growing body of literature on the internal forces of industrial land in China, little is known of the external forces involved except for the importance of FDI and the intensity of interregional competition between China and other countries in attempting to attract foreign investment. This research fills the knowledge gap by modeling the situation in the form of an international cooperative game model aimed at revealing the industrial land price formation mechanism between the PRD region and Southeast Asian regions. The conditions of industrial land in the area and several Southeast Asian countries are first analyzed for their industrial land price movements in recent years. A game theoretic model is then built that exhibits similar characteristics. The result indicates that the governments’ low land price strategy and the competition between the PRD and its neighboring countries have created unnecessarily high social and environmental costs. Policy suggestions are made to encourage a more appropriate use of industrial land in China, and the most important being the need for a mindset shift from competition towards coopetition between the PRD and Southeast Asian regions.     

A multilevel perspective on organizational buying behavior in coopetition–an exploratory case study

This article offers a new and interesting perspective on organizational buying behavior by focusing on the simultaneous existence of both cooperation and competition, that is, coopetition. Coopetition may bring undesired knowledge leaks, opportunism, and weakened competitive advantage, and it is therefore important to understand how coopetition develops over time through interrelated activities on multiple levels. The article aims to improve our understanding of the development of organizational buying behavior through adopting a multilevel perspective on coopetition. The empirical study is based on exploratory case study research involving a single case from the manufacturing sector featuring a large multinational buyer and its supplier. The findings of the study show that organizational buying behavior in coopetition develops through interrelated activities on the individual, the organizational, and the relational level. Over time, dominating activities evolve from being ambivalent on an individual level to become authoritative on a company level and finally to being opportunistic on a relational level. Theoretically, this study contributes to organizational buying behavior literature by examining coopetition from a multilevel perspective. From a managerial perspective, the findings establish the importance of recognizing individual-, and organizational-level activities.     

Emerging Market Multinationals: Coopetition for Global Growth

Since the dramatic geopolitical shift toward liberalization in the last century, emerging‐market multinational enterprises (EMNEs) have become major players in global markets and continue to account for an increasing share of global foreign direct investment (FDI) flows. Given this trend, the questions of how and why EMNEs pursue FDI deserve greater attention. This article builds on recent work that uses resource dependence theory (RDT) to explain EMNE internationalization strategies. We propose that EMNEs, while often resource deficient relative to their developed‐market competitors and, therefore, more dependent on others in the external environment, are uniquely positioned to overcome these deficiencies over time through simultaneous cooperation and competition—coopetition—with their global rivals and host‐ and home‐country governments. These propositions contribute to the EMNE internationalization literature by more fully incorporating RDT into current theories of internationalization, highlighting the importance of managing dependencies over time to maximize global growth. © 2015 Wiley Periodicals, Inc.     

基于区域经济差异和协调发展理论的城市旅游圈竞合发展研究——以广西北部湾经济区城市为例

随着广西北部湾经济区的发展,区域内城市旅游圈的合作也需要不断深入.文章通过对城市旅游圈合作发展的理论诱因和现实条件分析,初步探讨了广西北部湾经济区城市旅游圈的旅游合作的动力机制,提出加强旅游资源整合、空间连接、区域形象、市场拓展和制度保障等整合与协作,促进整个地区城市旅游圈的协调发展.     

Gains from horizontal collaboration among ski areas

Ski areas are known to expand by linking their lifts to neighbouring systems. Based on data from approximately 250 winter sport destinations in Austria, pooled over the years 1998–2014, this study explores the effects of such horizontal collaboration on the number of overnights stays in the area. A difference-in-differences (DID) approach combined with propensity score matching shows that new lift-linkages or expansions lead to a consolidation in the number of overnight stays at a level 12 per cent higher than before the introduction of the lift-link. However, there is a certain degree of heterogeneity in the causal effects. Satellite ski areas, remote villages and those who combine lift-linking with new connecting slopes benefit the most. More recent lift-linkages seem to lead to smaller gains than those established in the early years.     

The coopetition paradox and tension in coopetition at multiple levels

This article explores the nature of the paradox inherent in coopetition; that is, the simultaneous pursuit of cooperation and competition between firms, and emanating tensions that develop at individual, organizational, and inter-organizational levels. We dissect the anatomy of the coopetition paradox to discover how it materializes by creating an external boundary (i.e., via unifying forces) and internal boundaries (i.e., via divergent forces). After explaining the coopetition paradox, we distinguish tension from paradox and submit that tension comprises both positive and negative emotions simultaneously, also known as emotional ambivalence. Finally, we recognize that emotional ambivalence in coopetition prevails at different levels, and vary in its level of intensity and persistency in relation to different contexts. We employ illustrative cases to ground our propositions empirically. This article provides understanding on concepts, expects to incite fruitful dialogue, and fuels further studies on inter-firm paradoxes.     

Exploring the concept of coopetition: A typology for the strategic moves of the Finnish forest industry

The Finnish forest industry is sustainable, well-established, internationally oriented and successful. For companies in such a basic industry, an industry that features mainly bulk products and relatively small domestic markets, sustainability in business may hinge on long-term strategic choices. It is proposed in this paper that it is not only strong domestic competition, but also—and especially—coopetition traditions (simultaneous cooperation and coopetition) that are the crucial factors contributing to the success of the industry. This article contributes to the literature by providing industry-level tools, namely a coopetition framework and combined coopetition typology. The findings indicate that coopetition traditions have been present throughout the activities of the Finnish forest industry, enabling sustainability of the industry to a significant extent. Managerial and theoretical implications are also discussed.     

Coopetition strategies for competitive intelligence practices-evidence from full-service hotels

Our study investigates how coopetition strategies can influence hotels’ competitive intelligence (CI) practices to achieve a stronger competitive advantage. In-depth interviews were conducted with 39 hoteliers from 22 hotel groups in Hong Kong. Participating hotels employed different kinds of CI activities, though they were unaware of this concept. In particular, internal customer intelligence was added to integrated intelligence to better describe CI in the service sector. Still, investing in CI can be expensive and time-consuming since it requires hoteliers to align all insights from their respective intelligence pools toward building a holistic understanding of the results. We propose coopetition as a strategic approach allowing hotels to construct collective actions around CI without losing individual competitiveness. Actual coopetition in CI was only found between sister properties. Hence, we propose a coopetition model in which hotels can collaborate and compete in CI at an inter-organizational level via focusing on sharing open-source information and knowledge.     

Subsidiary coopetition competence: Navigating subsidiary evolution in the multinational corporation

This paper examines the engagement of subsidiaries in coopetition, the simultaneous pursuit of competitive and cooperative behavior, in subsidiary role development. Drawing on twelve detailed case studies, we uncover how framing of the mandate situation shapes subsidiary actions to influence role development, thereby leading to competitive and cooperative subsidiary behavior. This paper advances our understanding of coopetition in MNCs by developing the concept of subsidiary coopetition competence and extends theory on subsidiary evolution.