 Why do MNEs both make and coopete for innovation?Anne-Sophie Fernandez, Paul Chiambaretto, Mathieu Chauvet and Juliane Engsig Technovation, 2021, vol. 106, issue C Abstract: While multinational enterprises (MNEs) possess the resources and knowledge to develop innovation projects internally with their own international subsidiaries, they sometimes prefer to develop innovation projects with their competitors. We investigate the circumstances under which MNEs prefer to “make” or “coopete” for certain specific innovation projects, which has not previously been addressed in the literature. Based on a case study of Airbus Defence and Space, we study two telecommunication satellite innovation projects (one developed internally and the other with a competitor). We show that both make and coopete strategies lead to short- and long-term benefits as well as risks. More precisely, we underscore that coopete decisions provide more short-term benefits than make decisions. By contrast, in the longer term, make decisions are more beneficial than coopete decisions. Therefore, we emphasize that for a given project, managers weight the options for and against each choice based on specific time frames, keeping in mind the necessity of both making and coopeting at the corporate level. Keywords: Coopetition; Make and coopete; MNEs; Innovation; Benefits and risks; Time horizon (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:techno:v:106:y:2021:i:c:s0166497221000948 DOI: 10.1016/j.technovation.2021.102313 Access Statistics for this article Technovation is currently edited by Jonathan Linton More articles in Technovation from Elsevier |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.