Coopetition, bargaining power and product commercial performance

Benjamin Mira, Marc Robert, Paul Chiambaretto and Frédéric Le Roy ()
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Benjamin Mira: MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier
Marc Robert: MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier
Paul Chiambaretto: CRG I3 - Centre de recherche en gestion i3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - Université Paris-Saclay - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique, MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier
Frédéric Le Roy: MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier

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Abstract: This research studies the impact of various coopetition strategies (horizontal and vertical coopetition) on product commercial performance. Considering the mixed results of the existing literature on coopetition and performance, we shed new light on their contributions by making a distinction between horizontal and vertical coopetition thanks to a change in our level of analysis from the firm to the product level. Building on the coopetition and the bargaining power literatures, we elaborate a theoretical model and several hypotheses. Using a database in the real estate brokerage industry, we show that horizontal coopetition strategies increase the product commercial performance whereas vertical coopetition strategies don't. In addition, we underline that horizontal coopetition is more beneficial to large firms than to small firms. Finally, we put forward the existence of a learning effect regarding coopetition strategies. In other words, the more firms coopete over time the better they get at extracting value at their own advantage. These results not only contribute to the literature focusing on the performance implications of coopetition strategies but also to the coopetition theory by underlining the bargaining power mechanisms at stake in presence of coopetition.

Keywords: Horizontal coopetition; Vertical coopetition; bargaining power; product commercial performance; product level analysis; real estate brokerage industry (search for similar items in EconPapers)
Date: 2015-06-03
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Citations: View citations in EconPapers (1)

Published in XXIVème Conférence Annuelle de l’Association Internationale de Management Stratégique - AIMS 2015, Jun 2015, Paris, France

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02057336

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