Fernandez, A.-S., Le Roy, F., & Gnyawali, D. (2014). Sources and Management of Tension in Co-Opetition Case Evidence from Telecommunications Satellites Manufacturing in Europe. International Marketing Management, 43, 222-235.
https://doi.org/10.1016/j.indmarman.2013.11.004

has been cited by the following article:

• TITLE: The Antecedents of Coopetition Strategy:A Conceptual Framework

  AUTHORS: Ben Amara Rabii, Bahri Cyrine

  KEYWORDS: Competition, Cooperation, Coopetition, Strategy, Industry, Institutional, Organizational and Individual

  JOURNAL NAME: Open Journal of Business and Management, Vol.12 No.2, March 29, 2024

  ABSTRACT: This research questions the determinants of a coopetition strategy. Why do competing companies commit to a “paradoxical” coopetition relationship? Previous research has sought to understand the mechanisms and determinants that drive companies to adopt “paradoxical” and “complex” relationships of competition and simultaneous cooperation. However, the majority of this research has been able to provide answers on the subject, even if piecemeal, always in specific contexts. This present research allows advancing elements of theoretical answers on this questioning, from a synthetic reading of the literature on coopetition. Companies adopt “paradoxical”, “complex” and “counterintuitive” relationships of both cooperation and competition, defined as coopetition relationships, to cope with the complexity of the economic environment and institutional pressures for sharing resources and skills, and innovating. Finally, the representations, perceptions and affects of individuals in and between companies allow companies to engage in these types of relationships.