This study uses a strategy-as-practice approach to define coopetition strategy. Coopetition strategy forms, arguably, through the intersection of the organization’s internal and external value networks, giving rise to simultaneous cooperative and competitive activities of a more or less intended nature. Four scenarios encompassing propositions are put forth to explain how coopetition strategy as a deliberate and emergent activity is manifested in the organization. By approaching coopetition from the strategy-as-practice perspective, current conceptualizations of its deliberate and emergent nature are unified under a common framework. The practice approach advances existing understandings of coopetition by shedding light on strategic actors and their actions at multiple levels, the social embedding of the strategic activities, and the dynamic nature of the strategy.
|Peer-reviewed scientific journal
|International Studies of Management and Organization
|Number of pages
|Published - 06.02.2016
|MoE publication type
|A1 Journal article - refereed
- 512 Business and Management