Author
Annika Tidström
Bio: Annika Tidström is an academic researcher from University of Vaasa. The author has contributed to research in topics: Coopetition & Business networking. The author has an hindex of 12, co-authored 22 publications receiving 744 citations.
Papers
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TL;DR: In this article, the authors investigate how tensions are managed in co-competitive business relationships and examine the potential outcomes of the management of such tensions, and find that most tensions are generated by using styles of competition and avoidance and result in mixed outcomes, which imply both positive and negative perceptions.
234 citations
TL;DR: In this article, the authors developed a conceptual framework of value creation and appropriation in co-copetition, and analyzed this in light of an exploratory longitudinal case study of the relationships and interactions of four Finnish manufacturing firms.
146 citations
TL;DR: In this article, the authors identify and analyze critical events in time, their connections with each other and the inner and outer space related to each event, and present several new perspectives on events and spaces, which improves our understanding of time and process in business networks.
81 citations
TL;DR: In this paper, the authors investigated the causes of conflict in intercompetitor cooperation in two different industries in Finland: the transportation industry and the natural products industry, and found that the causes can be related organisationally, relationally or externally.
Abstract: Purpose – The purpose of this study is to increase understanding about the causes of conflict in intercompetitor cooperation.Design/methodology/approach – The empirical part is based on two case studies within two different industries in Finland: the transportation industry and the natural products industry. Interviews with managing directors were carried out in 2003‐2006.Findings – The findings of the study show that causes of conflict in intercompetitor cooperation can be related organisationally, relationally or externally. Organisational causes of conflict in intercompetitor cooperation can be either operational or normative, while relational causes can be strategic or normative. On an external level there are several actors that may influence conflicts in intercompetitor cooperation: suppliers, salesmen, customers and political actors.Research limitations/implications – The limitations of the study derive from the scarce possibilities for generalisations and the risk of a fairly case‐specific study. ...
76 citations
TL;DR: In this paper, the authors show how simultaneous competition and cooperation can be implemented and optimized using tokens in a blockchain to support a transition to circular models of value creation and appropriation, which could enable previously disconnected product ecosystems to converge and unleash the waves of creativity and innovation required for circular business models.
70 citations
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Journal Article•
2,366 citations
1,156 citations
TL;DR: In this paper, the authors suggest that the early definition of co-copetition, as a dual relationship between firms that simultaneously cooperate and compete, needs to be refined, and suggest that coopetition is a paradoxical relationship between two or more actors, regardless of whether they are in horizontal or vertical relationships.
489 citations
TL;DR: In this paper, the authors provide examples and technical details for conducting a value network analysis that addresses the conversion and utilisation of intangible assets, and provide a high level of detail on the analysis method and insights from its practical application across a range of business issues.
Abstract: Purpose – The purpose of this paper is to provide examples and technical details for conducting a value network analysis that addresses the conversion and utilisation of intangible assets.Design/methodology/approach – Value network analysis was first developed in 1993 and was adapted in 1997 for intangible asset management. It has been tested in applications from shop floor work groups to business webs and economic regions. It draws from a theory based in living systems, knowledge management, complexity theory, system dynamics, and intangible asset management.Findings – The paper provides a high level of detail on the analysis method and insights from its practical application across a range of business issues. Tips are provided for how to integrate the methodology with other business analysis approaches.Research limitations/implications – The paper does not provide a comparative analysis with other methods because most other value network models are process views, social network analysis or clustering te...
485 citations