Showing papers by "Maria Bengtsson published in 2014"
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 article, the authors explore the nature of the paradox inherent in co-operation and competition, that is, the simultaneous pursuit of cooperation and competition between firms, and emanating tensions that develop at indiv...
329 citations
TL;DR: In this paper, the authors investigate how co-opetition enables SMEs to create entrepreneurial opportunities in fast-paced industries, and explore the manageria of co-operative competition.
Abstract: This article investigates how coopetition enables Small and Medium-sized Enterprises (SMEs) to create entrepreneurial opportunities in fast-paced industries. The purpose is to explore the manageria ...
153 citations
TL;DR: Individuals working on interorganisational cooperative projects with their competitors are important to the success of a coopetitive relationship between firms, but the role of individuals has rar... as discussed by the authors.
Abstract: Individuals working on inter-organisational cooperative projects with their competitors are important to the success of a coopetitive relationship between firms, but the role of individuals has rar ...
17 citations
01 Jan 2014
TL;DR: In this paper, a theory of emotions in inter-firm relationships with specific attention to the context of co-opetition is developed, in which firms deal with the paradox of simultaneous cooperation and competition.
Abstract: We develop a theory of emotions in inter-firm relationships with specific attention to the context of coopetition in which firms deal with the paradox of simultaneous cooperation and competition wi ...
3 citations
01 Jan 2014
TL;DR: In this paper, the authors examine the alliance portfolio capability SMEs need to manage their relationships with larger organizations and analyze three case studies of high-tech SMEs in the ICT industry.
Abstract: To form alliances is an important strategy for small and medium enterprises (SMEs) to develop, and acquire resources, and to survive. SMEs often need to cooperate with larger organizations with more power, which means that it is crucial to avoid being locked-into the partner’s value chain or locked-out from the system or market. SMEs therefore need to develop a portfolio of alliances to balance and sustain their relationship with larger firms. The purpose of this chapter is to examine the alliance portfolio capability SMEs need to manage their relationships with larger organizations. To address this, three case studies of high-tech SMEs in the ICT industry are analyzed. They manage their alliances by moves and countermoves and by developing warding, agility, balancing, portfolio proactiveness, and awareness to remain an independent firm.
1 citations
01 Jan 2014
TL;DR: By viewing co-etition as a paradox, the authors provides a conceptual model for examining the mediating role of managers' ambidextrous orientation in linking coopetition tensions with firm's perfor...
Abstract: By viewing coopetition as a paradox, this paper provides a conceptual model for examining the mediating role of managers’ ambidextrous orientation in linking coopetition tensions with firm’s perfor ...
1 citations