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.
|Peer-reviewed scientific journal||Industrial Marketing Management|
|Number of pages||10|
|Publication status||Published - 02.2014|
|MoE publication type||A1 Journal article - refereed|
- 512 Business and Management
Raza-Ullah, T., Bengtsson, M., & Kock, S. (2014). The coopetition paradox and tension in coopetition at multiple levels. Industrial Marketing Management, 43(2), 189-198. . https://doi.org/10.1016/j.indmarman.2013.11.001